Ross Perot Quotes

The first EDSer to see a snake kills it. At GM, first thing you do is organize a committee on snakes. Then you bring in a consultant who knows a lot about snakes. Third thing you do is talk about it for a year.

The thorniest business problems will surface at the board meetings, and the different, sharp opinions help to better explore the poles of the arguments to make better decisions.

You don't need a Harvard MBA to know that the bedroom and the boardroom are just two sides of the same ballgame.

A risk-taking environment starts at the top of a corporation. If the CEO doesn't have this spirit, chances are you won't find it anywhere else in the organization.

In 'Power Play', Finder uses the thriller structure to make pointed observations about gender in the workplace, the corporate caste system, and the true nature of risk in the global business environment.

I was always fascinated by the decision-making process and the managerial process and just business in general.

Many leaders of big organizations, I think, don't believe that change is possible. But if you look at history, things do change, and if your business is static, you're likely to have issues.

The successful business executive can handle challenges and solve problems at a remarkable clip.

The way you continue to be a successful business is you don't wait for the car to go off the cliff. You have to manage yourself. And make sure you do it in the right way so you are not making decisions in crisis.

There are certainly more people in the business world who would score high in the psychopathic dimension than in the general population. You'll find them in any organization where, by the nature of one's position, you have power and control over other people and the opportunity to get something.

Organizations may be better able to tame optimism than individuals are.

Once you're involved in a business, it's part of what you do. It's the way you are.

When I had challenges, it taught me to be more on top of it for the future. Things go wrong all the time when you're running your own business, but it's how you perceive it and deal with it that matters.

In a network situation, a vice president, while he's shaving, can decide your history.

In the founders, I look for a person I feel is trustworthy, driven and smart. I invest in the person first, because in the event the business fails, the person and I can move forward and create another business.

I think there are certain business matters which we must now conduct differently than we used to.

My business issues are just that - business - and I deal with them like they are business.

It's like night and day... to do business, in Europe, there is no bull, they are pretty straightforward.

An illustration I use to get people to understand it is this: I'll ask major corporate audiences: Why don't you just take all your traditional beliefs about organizations, and apply them to the neurons in your brain?

From now on, I approach the cinema as a business woman.

It's a very hard and competitive business in which you have to fight every day in order to impose yourself.

My business is the analytical framework.

Twenty-eight years in business and you understand the importance of problem solving and the importance of efficiency, because if you don't become efficient, you don't run a business well, and you are out of business. And I think some of those principles could be applied to leadership in Washington.

In business, you try to solve problems.

Everyone does a style book, and I wanted to write a business book for people that didn't think they would like a business book.