Peter Hargreaves Quotes

Everybody who goes through the business will make mistakes. The big question is how big will the mistakes be? How fast will they learn from the mistakes, and how quickly will they get the business in the correct direction?

While we would love to have no criticism, probably if we had no critique, we wouldn't be doing anything meaningful.

In modern business it is not the crook who is to be feared most, it is the honest man who doesn't know what he is doing.

if you see anything in me that you regard as a fault, feel free to tell me in private. For from now on people will talk about me, but not to me. It is dangerous to men in power if no one dares to tell them when they go wrong.

As you grow as a company, you get layers and hierarchy that, in theory, should make your decisions a lot better. They get reviewed, and thoughtful people look at decision.

As a top manager, you have to not just reward truth-telling, you've got to beg for it, and you've got to demand that everyone around you gives you constructive criticism, constantly. You've got to get out of the bubble, so that you can get direct feedback from everybody who's being affected.

When you're building a business or joining a company, you have to be transparent; you can't have two sets of information for two sets of people.

Praise those of your critics for whom nothing is up to standard.

I think everybody at IBM knows the early 1990s disaster, and it's in our fabric that you cannot miss the ship.

Clearly in my mind, I have two distinct positions - owner and manager. So I am open to reviewing my performance as a manager as any other person in Sun Pharma.

I believe that the right thing for us to do, as much as we can and without confusing people, is to talk about how we're doing, the things that are going well but also the things that aren't going well.

Anyone working at HootSuite will tell you that I don't sugarcoat my opinions. I heavily encourage feedback and suggestions - partly because I'm blunt about offering the same in return.

You have more independent eyes scrutinizing the decision-making and financial statements of companies.

I usually tell people upfront what to expect, and that I really want their feedback and their ideas, and if they think I've got a hair out of place or food stuck in my teeth, gosh, I want to know that.

I ran the wrong kind of business, but I did it with integrity.

Competition leads both drug companies and private regulators to be trustworthy. If they are not trustworthy, they die.

We are constantly working towards the highest level of compliance possible.

I want people around me who call me out and hold me accountable.

Business principles are only as good as the practices that back them up.

There are lots of businesses that are well in excess of $9 billion that have gone into bankruptcy, that have been mismanaged. And that has not served anyone very well.

Honesty is the fastest way to prevent a mistake from turning into a failure.

The State of Virginia is similar to a great business corporation... and should be conducted with the same efficiency and economy as any private business.

If you're a coach, and you don't have trust with players, you've got no chance, and your credibility is zero. And that's why it's so important to tell them the truth. If you have something that you're upset about, tell them the truth. If they're doing something wrong, tell them the truth.

I never trust an executive who tends to pass the buck. Nor would I want to deal with him as a customer or a supplier.

I can't be a hypocrite as a coach because as a player that's what I wanted. I wanted feedback, I wanted communication from the boss. I showed up for work, you can yell at me if you want, but I want input. So that's the kind of coach I want to be.