Robin Sharma Quotes

I think in any organization you want your manager to have a strong opinion. You don't want them to just say, 'Yes, sir' to things they don't believe in.

At around 50 employees, you get to the point where you can't see what's going on all the time. So you start to have weekly check-ins, and you have days that go by without knowing exactly what's going on.

I believe that the capacity that any organisation needs is for leadership to appear anywhere it is needed, when it is needed.

For the label to grow, it has to have great executives who understand the culture, understand the mission, and can lead. I don't want to be part of every decision.

I believe in MWA - management by walking around - so I spend as much time as possible traveling and visiting franchise partners. You only learn by walking around and meeting people.

I grew up in the IBM school of management.

When a culture is broken, the cracks show - morale is weakened, but so is profit and performance. That's why culture has to be at the core of any business transformation.

There's a conventional wisdom that says that strategic thinking is much more important than relationship building, which doesn't seem to be nearly as highly valued as it should be, based on what some of the leaders that I've spoken with have said to me.

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.

What's increasingly clear is that when you are open to a discussion of leadership, and you're relating it to your company, it is much easier to get people to become open.

Very often, we think of leadership being at the very top of an organisation. I think what's unique about ABG is that we have a very strong cadre of leaders across the organisation who are highly empowered and therefore play a very major role in the growth and evolution of the organization.

But because our organization has grown so much and in so many different ways, the delegation process places responsibility and authority on the shoulders of people you can watch grow and watch the way they treat others.

I think one of the main challenges that the World Bank faces is creating an organizational structure that doesn't get in the way of its staff. We have fantastic staff. People told me as I was coming into the organization that the greatest asset of the World Bank Group is its staff, and I think there's no question that that's the case.

You know, I think when people are in important positions in big organizations, they often get tied up with the minutia of managing money, managing things. They often forget that people deserve to be led.

Turning a culture around is very difficult to do because it's based on a series of many, many decisions, and the organization is framed by those decisions.

I hadn't really worked in an office before Shutterstock, so I didn't have the experience of building a culture, nor did I understand how important that is for attracting and retaining the best talent.

I love the ability to work with very good managers, and to provide the right incentives for them, and truly become a partner with that management, and make that management take a long view.

I described the CEO job as knowing what to do and getting the company to do what you want. Designing a proper company culture will help you get your company to do what you want in certain important areas for a very long time.

I think that the best training a top manager can be engaged in is management by example.

I don't believe very much in corporate offices. I believe in leaders who are with their customers and their people.

Most businesses think that product is the most important thing, but without great leadership, mission and a team that deliver results at a high level, even the best product won't make a company successful.

Great companies in the way they work, start with great leaders.

And I'd say one of the great lessons I've learned over the past couple of decades, from a management perspective, is that really when you come down to it, it really is all about people and all about leadership.

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

Most companies don't have a good mechanism to give the CEO real, honest feedback.