Mauricio Pochettino Quotes

A CEO needs to build their own team.

I used to think business was 50 percent having the right people. Now I think it's 80 percent.

Managers develop organisations; leaders develop people.

Few people would doubt that Mark Zuckerberg would build a great product. But I, at least, would never have expected him to become so great at hiring, motivating, managing, and ultimately getting whatever it is his company needs from people.

A policy of knowing your replacement is one of the best ways to drive a growth culture. It anticipates and eliminates the most harmful politics in leadership for an expanding company and instantly sets the right tone for a high-talent, growth-mindset executive team.

Being a manager is more than a job. It's my passion. From the moment I wake up in the morning it's my passion.

CEOs who can hire properly, that's the most important part of the job. The CEO's job is really to hire the right team and execute the vision second.

Most management systems have to do with establishing trust and getting people to cooperate. They're not really about expertise or science.

I think one of the main challenges that the World Bank faces is creating an organizational structure that doesn't get in the way of its staff. We have fantastic staff. People told me as I was coming into the organization that the greatest asset of the World Bank Group is its staff, and I think there's no question that that's the case.

A C.E.O.'s job is leadership, problem solving, and team building. I've done that my whole career.

Vision is dandy, but sustainable company excellence comes from a huge stable of able managers.

Rotary provides training at all levels so that those who have been selected for leadership positions have the opportunity to learn and apply leadership principles to their jobs.

All companies of any size have to continue to push to make sure you get the right leaders, the right team, the right people to be fast acting, and fast moving in the marketplace. We've got great leaders, and we continue to attract and promote great new leaders.

The most challenging part of being CEO is communicating to 200,000 people what you want done.

Even as an 18-year-old, I had to grow comfortable with my leadership style, which is that I was really impatient with under-motivated people - extremely impatient, to the point where I was counterproductive as a manager of underproductive people. And that hasn't really changed. If people need to be motivated, I'm no good.

Talent is the No. 1 priority for a CEO. You think it's about vision and strategy, but you have to get the right people first.

I love the ability to work with very good managers, and to provide the right incentives for them, and truly become a partner with that management, and make that management take a long view.

I think in any organization you want your manager to have a strong opinion. You don't want them to just say, 'Yes, sir' to things they don't believe in.

You know, as most entrepreneurs do, that a company is only as good as its people. The hard part is actually building the team that will embody your company's culture and propel you forward.

I don't read many business books. I read good fiction. Business is about people, so my favorite business books are anything by Dickens.

The Leadership Training Institute of America is a cultural think tank providing training and opportunity in leadership development and cultural dynamics.

Most businesses think that product is the most important thing, but without great leadership, mission and a team that deliver results at a high level, even the best product won't make a company successful.

Hire the best people, and trust what you hired them to do.

And I'd say one of the great lessons I've learned over the past couple of decades, from a management perspective, is that really when you come down to it, it really is all about people and all about leadership.

I don't run restaurants that are out of control. We are about establishing phenomenal footholdings with talent.