Ali Bongo Ondimba Quotes

In the past the man has been first; in the future the system must be first... The first object of any good system must be that of developing first class men.

…the Army stood in need of talent as never before… the whole department is unscientifically managed, over officered and wastefully conducted.

The U.S. military is known the world over for its advanced technology as well as the prowess, skill, and dedication of its service members. When you grow up in the company of its leaders, as I did, you understand that this greatness is something that is cultivated.

I think there is a lot of experiences you have in coaching, and if you learn from the experiences as you go through them, whether it's as a coordinator or position coach, a quality-control coach, a head coach, whatever it might be, and you learn from those mistakes you make.

For the label to grow, it has to have great executives who understand the culture, understand the mission, and can lead. I don't want to be part of every decision.

We have an industrial base - one that, if made to take orders rather than being allowed in the vacuum of leadership to create them, if enabled by the elimination of cost-plus contracting to produce and achieve rather than waste and receive, could make something worth the cost rather than making work that costs us our dreams.

The challenges facing our Armed Forces are increasingly complex.

Good managers ensure good outcomes, but great leaders can deliver a vision by getting people to work together.

I am excited to be working with the dedicated Four Seasons board and leadership team to build upon their reputation for industry-leading customer experiences while seeking out innovative ways to leverage technology that will help spur additional growth.

One of the key challenges the military has faced - and the Army, in particular - is defining our requirements and keeping them stable.

I think it's very important, I think for any leader as you go through a career you have to learn the leadership lessons.

I love the U.S. military. I want them to be the most effective and the most cost-effective and I think there is so much spending and so much bloat and so much bureaucracy that it actually hinders them from having a lot of the mission accomplishments that they should.

I believe in MWA - management by walking around - so I spend as much time as possible traveling and visiting franchise partners. You only learn by walking around and meeting people.

Many in top positions around Europe have devoted their lives to coaching.

My motivation at the moment is around knowing how it feels to turn a business around, and I can't wait to have that feeling again.

You have to give the soldiers, the Army, a clear vision.

America has the greatest military in the world, and it's up to our leaders to set the bar for what a 21st century military culture of innovation with transparent, collaborative leadership looks like.

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.

Leading Eventbrite has taught me a lot about how to connect with people to drive results.

I am fully supportive of the strategy and leadership team at Valeant.

Great leadership and great companies aren't built overnight, and they're not built without capital. And capital can sometimes be counter-productive to building a great culture.

You need the management personnel who can help you out with various things. The captain can't be asked to get into every decision.

Leadership is a journey - you never arrive.

When employees join executives in truly owning the responsibility for business success, an exciting new sense of teamwork takes hold.

I don't think managers have the opportunity to think in terms of a long-term vision for a club.