Jesse Lingard Quotes

Sometimes in your career, you are at the right place at the right moment. But you have to be aware that eventually you may no longer be the right person for that position. So build your succession and foster for it while you are still at the peak of you career.

The healthiest companies are always characterized by organic talent development.

I was looking at making a shift in my career. I've been so blessed I'd like to be able to give that back. If I could find young artists, young performers I can nurture to have a career I would really like that.

You have got to attract the brightest and the best, but the brightest and best won't stay unless they see real career options.

The corporate world is appallingly bad at capitalizing on the strengths of its people.

Coaches coach guys on the field. I get to spend time with practice squad receivers and tight ends or a young center who's always inactive on Sundays... I feel really good about having an impact on those guys and their careers.

We have a training period; we have certain guidelines and structure. You can't hire talented people and stifle them. That's not the way it works anymore.

I really do believe in succession building and giving people experience for future leadership.

Ancelotti moved me to a new position and helped me raise my game.

There has been an intention since day one that it's as important to us that we build profits as much as we build a wonderful culture and a lasting legacy of a great company. We've created this inclusive environment that's very thoughtful in terms of how we can create allyship, how we create mentorship, and what kind of voices are heard.

Often, organizations don't know how good they have it with a player or coach.

Don't just let your career happen to you. You need to be strategic about how you define your leadership journey and where that takes you.

Running businesses of all sizes and stages, I've seen the challenges companies face in trying to identify, attract, and retain talent.

I think most young players who take off from the start are usually put in a situation where they are surrounded by good, veteran players.

I love building a team around me, and being able to support a group of people is one of the best feelings I've come to know during my career; I imagine this is what a lot of business owners can relate to this.

We believe that if you want to have diverse leaders 10 years down the road, we've got to make sure they're getting the right assignments, the right client experiences today.

Our philosophy is to attract top talent and incentivise them to succeed. We have some of the top talent in the entire industry.

I think the most important thing is not only do you want to build a roster, but you also want to establish a culture within any given organization.

You obviously have to build a culture, a foundation. You must build the right talent however you do it. Then you have to build the systems and the habits.

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

What you realize is when you have an environment and an atmosphere like we had at Marist, where guys cared about each other, the coaches were great teachers and communicators, whether it's high school, college or pro, I think coaching is coaching.

It's a great feeling to have a lot of big characters in the team who are willing to help the younger players come through and help them do well.

Our approach to continuously investing in the scales and capabilities of our people helps us meet the needs of our clients and enhances our ability to attract the very best talent in our industry.

I spend a lot of my time trying to help leaders build cultures of productive givers.

No one gave me a recipe for how to create company culture. I wish I had had one.