Andrew Yang Quotes

In a company, hundreds of decisions get made, but objectives and goals are thin.

Obviously I've got a great team of people within the company. You can't operate all by yourself. We have a good board of directors and a big bench, and they can make decisions if I'm not around.

Look first at management. That's the key to a company.

So many entrepreneurs view their companies as their babies. They micromanage, and they stall.

Startups need to focus on building a foundation for their company culture early, and then they need to revisit it often. Every time a hire is made, a feature is launched, a Facebook status is updated, a press interview is given, a round of financing is raised, or a meeting is held, culture should be part of the decision-making process.

I did parallel entrepreneurship, which was very hard to do. It was hard to keep your head straight and know which ideas were with which company.

I find that many entrepreneurs are trying to do everything when it would be cheaper and more time-efficient to delegate, even if there are monetary costs associated with that.

When you found a company, you have the original vision, you make all the original decisions, you know every employee, you kind of know every aspect of the product architecture and its limitations.

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

As all entrepreneurs know, you live and die by your ability to prioritize. You must focus on the most important, mission-critical tasks each day and night, and then share, delegate, delay or skip the rest.

One skill of a great entrepreneur is to get a whole complicated discussion and then say, 'We're going to do this one and we're only going to do this one'. Managers are good at prioritizing. Entrepreneurs know what is the one thing.

The way you manage your company and the way you manage your people has to be totally different.

Basically if you study entrepreneurs, there is a misnomer: People think that entrepreneurs take risk, and they get rewarded because they take risk. In reality entrepreneurs do everything they can to minimize risk. They are not interested in taking risk. They want free lunches and they go after free lunches.

All entrepreneurs make decisions. Some will go right, and some will not go that right.

Most regular, two-year MBA programs provide both experience and the capacity to link together the essential elements of management such as finance, marketing, organizational behavior, and operations.

As a company grows, communication becomes its biggest challenge.

Management, at every level, is about the effort to frame challenges, define end states, and allocate resources to navigate between them.

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.

Clearly, every company needs a leader. That's an important part of being the CEO of the company.

The hardest thing about starting a company and running a company is, there's just so many expectations on you, and there are so many people who have things that they want you to do. It's a lot like life about that.

What an entrepreneur does is to build for the long run. If the market is great, you get all of the resources you can. You build to it. But a good entrepreneur is always prepared to throttle back, put on the brakes, and if the world changes, adapt to the world.

A great advantage of a large corporation is supposed to be the large pool of talent in which its leaders can find and groom high achievers and successors.

Business requires understanding financial matters, but management is different from running the financial aspects of the business - it requires understanding complex systems, how they operate, the nature of organisations, what happens when people interact in groups and how to motivate and guide people.

Investing in management means building communication systems, business processes, feedback, and routines that let you scale the business and team as efficiently as possible.

Let me control personnel, and I will ultimately control policy.