Dan Rosensweig Quotes

Great leaders help their people see how they can directly impact the company's objectives and their own personal goals.

Turnaround or growth, it's getting your people focused on the goal that is still the job of leadership.

To me, success in the job is setting a vision, guiding an organization through change - which is exactly what I did at Digitas, and I'm very proud of that - and bringing people together and with you. That, to me, is what it takes to be successful.

Keeping people fired up starts with having a really clear vision for what the company is aiming to do.

I think that the CEO is responsible for setting the vision, for articulating the mission, and for building a team of powerful evangelists that share that mission and that passion, because no one person can do anything by themselves.

You move an organization when they understand where you want them to go.

I was a pretty good coach and working with marketing was like coaching.

I don't need a captain's band to lead a team to victory.

Your ability to shape your future depends on how well you communicate where you want to be when you get there. When ideas are communicated effectively, people follow and change.

Of all the things I've done, the most vital is coordinating those who work with me and aiming their efforts at a certain goal.

The most challenging part of being CEO is communicating to 200,000 people what you want done.

Set a clear, easy-to-understand vision for your company, and make it be a mission people believe in.

Because management deals mostly with the status quo and leadership deals mostly with change, in the next century we are going to have to try to become much more skilled at creating leaders.

You have to be able to communicate the vision to the people in your organization so that they know where and how they should direct themselves on a day-to-day basis.

For success of any mission, it is necessary to have creative leadership. Creative leadership is vital for government, non-governmental organisations as well as for industries.

The top players talk more now, and we have more meetings. We're just trying to get things better. But we still need somebody who could make a difference.

I'll continue to try to make changes to better improve the team.

Leadership means forming a team and working toward common objectives that are tied to time, metrics, and resources.

I try to motivate people and align our individual incentives with organizational incentives. And then let people do their best.

A manager is a guide. He takes a group of people and says, 'With you I can make us a success; I can show you the way.'

Leadership - mobilization toward a common goal.

Get a good team and do what you think is right.

If you are not able to transmit what you're trying to achieve to your collaborators, you will only have minions - or morons.

Coaching is very complex: it's like a puzzle, and many things need to come together to make it work.

What I'm trying to do is teach people how to actually get individuals in organizations to do the kinds of things to make a difference. It starts with not just studying the mechanics but really understanding how people operate.