Paul Gleason Quotes

The No. 1 criticism most managers get is that they don't ever change or wait too long to make changes... It's very simple: Either things are performing or they're not. And if it's not performing, we have to make changes.

So key for making smart decisions is a mindset that actively monitors and is open to shifting tides and new information, one that is acutely aware that the interplay between our environment and its outcomes is ever in flux.

I think it's the sign of a leader to step up and say, you know, when something's not working to have the guts to reverse it. And the worst thing you can do is to let that mistake linger.

Nobody has a crystal ball, and part of evolving a business plan is to say, 'I might have said we're going left, but I see the opportunity and we're going right.'

You cannot keep doing the same things. According to the situation, your role changes in one-day cricket, especially in a phase like the Powerplay. If I bowl four spells, four times I will be playing a different role.

When it is obvious that the goals cannot be reached, don't adjust the goals, adjust the action steps.

If one has a flexible attitude, one knows how to deal with changing situations

If you see that something is not working, you have to be willing to change course.

It is difficult to change the rules in the middle of a crisis.

Well when events change, I change my mind. What do you do?

I always roll with the way things are, so as soon as one decision happens, you just realign and move on and make another decision.

You need a different checklist and different mental models for different companies.

Leaders have to be intensely aware and be bold and flexible enough to adjust course ahead of impending changes.

The best leaders adapt and are flexible with their situations. I try to be the same.

If you reach for something and find out it's the wrong thing, you change your program and move on.

You've gotta have a path [in your life]. And then, within that path, you have to be flexible. When things aren't working, you've gotta cut bait and find something else, but if you don't have a path, you're just dead.

Companies have got to learn to eat change for breakfast.

I find that it's almost essential to fall in love with an idea to invest the time it takes to make it good and worth sharing. And then, the hard part: deleting that idea when it's just not what it could be. Too often, organizations are good at the first part, but struggle with the second. And so we defend expired business models, support the status quo and have a knee-jerk inclination to preserve what we've got.

Progress and growth are impossible if you always do things the way you've always done things.

Never accept or be too comfortable with the status quo, because the companies that get into trouble are historically the ones that aren't able to adapt to change and respond quickly enough.

Strategic quitting is the secret of successful organizations

One cannot manage change. One can only be ahead of it.

If you pivot, do it fully and with conviction. The worst thing is to try to do a bit of the old and the new-it's hard to kill your babies.

To meet the demands of the fast-changing competitive scene, we must simply learn to love change as much as we have hated it in the past.