Anthony Pratt Quotes

Start with good people, lay out the rules, communicate with your employees, motivate them and reward them. If you do all those things effectively, you can't miss.

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.

I'm the last senior executive who was hired by Roy Vagelos. It's an honor, but it also imposes upon me an obligation not only to think about his legacy but also about this company's legacy.

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.

I think a CEO lives or dies in whether he's been able to hold on to elements of culture that are needed in the company.

Fidelity does have a succession plan in place to ensure a smooth transition.

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.

Finally, strategy must have continuity. It can't be constantly reinvented.

When I was a CEO, the books on management that I read weren't very much help after the first few months on the job. They were all designed to give you directions on how not to screw up your company.

The future of any corporation is as good as the value system of the leaders and followers in the organization.

Good leadership is to know when to go, and you only succeed as a good leader if you've transported someone else in and the company gets stronger. Then you've succeeded as leader.

There's always, I guess, a philosophy that if you come in, you want to change all the parts, you want to change everything over. I've always tried to preach that consistency and continuity are very, very important. So if I know the baseball people, and I know they're competent and could do the job, I don't see any reason to replace them.

A critical question to ask when bringing in a new CEO to take the reins of a company you started is: Do you want someone who will maintain company culture or reinvent it?

I've said I will be CEO as long as my colleagues want me.

At IBM, if we kept our same leadership for 36 years, we'd be bankrupt.

I think they, Peter McCullough was, turns out was not a good CEO.

What should be the aim of management? What is their job? Quality is the responsibility of the top people. Its origin is in the boardroom. They are the ones who decide.

So companies have to be very schizophrenic. On one hand, they have to maintain continuity of strategy. But they also have to be good at continuously improving.

I don't look to a man to get pride in myself. It's not about having a black president, it's about having a good president, and I think that's the most important thing.

In managers, I look for people who can get things done through other people. The most important thing for a good manager is that the people on his team feel like he or she has integrity.

I think we're ready for succession. We just must try to do it right.

Too many people who come in as CEO of a poorly performing company assume that none of the incumbent executives are worth retaining. That's not always the case. Sometimes the talent is there, but it's not being led well.

As a former CEO and senior executive, there was a time when I did not quite understand the profound impact a CEO has on the culture of a company, even though I always knew culture was important.

The culture or environment of a company starts from the top. The leadership. The leadership of a company sends a message to its employees of what is tolerated and what is not.

At a massive club like Liverpool, people will come and go. It is our job to keep the wheels moving and momentum going.