James L. Dolan Quotes

Successful business leaders who have helped build institutions of lasting value - all are committed to talent and a culture of excellence. This is usually accomplished by the identification, retention, and development of great people.

A talented executive whose interests are aligned with the firm's and is confident in her role will always recruit stars who exceed herself in various ways, but one who is worried about her value to the firm will not.

In my 35 years in the army I was in school for 6 years. I think corporations should take a look at whether they are investing enough in the development of their human capital.

A nation needs to know how to utilise talent.

Even your most talented employees have room for growth in some area, and you're doing your employee a disservice if the sum of your review is: 'You're great!' No matter how talented the employee, think of ways he could grow towards the position he might want to hold two, five, or 10 years down the line.

My gift, if I have one, is choosing terrific talent and providing the atmosphere for them to do their best work.

We're talking about people who've already got 3-4, if not 5-6 years' experience or more, and it's about trying to help professionals develop, using us as a resource for that development.

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

The best way to build the best workforce is to focus on the largest talent pool you have.

Train people well enough so they can leave, treat them well enough so they don't want to.

Too many companies waste time trying to eliminate their employees' weaknesses when, in fact, they should concentrate on developing their strengths.

The quickest way to grow the sales of your business is to grow your people.

You build a better company by building better people.

The most important job you have is growing your people, giving them a chance to reach their dreams.

The most important ingredient for the success of any company is the quality of its people, starting with its leadership team.

I think that's the responsibility of the CEO and the CEOs below me: to make sure that we're constantly putting people in places where they have the opportunity to develop into those careers but also having a rewards and recognition system that allows a great programmer to stay as a great programmer.

At City, I didn't realise how much we had to do until we got there. Here, I didn't need to change the staff because there is quality already. So they certainly don't need me getting in the way in training by trying to show I can still play. No way.

I want to be known as someone who develops individuals, not just companies.

One of the challenges of having exceptionally high quality talent is that they're constantly restless, and they're constantly on the lookout for opportunities.

We recognize that our employees are instrumental to our success, which is why we look for the best and the brightest in the industry. We consider ourselves not only a technology company, but also a learning company.

We have to hire, retain, and develop the best staff.

Since the earliest days of Eventbrite, we've made our people core to our mission. Our culture is an ever-evolving manifestation of those on our team. As people join, we believe in earning their trust by demonstrating we'll embrace them and help them grow.

I've been around the coaching circuit far too much.

SK will evolve and develop based on its corporate culture and human resources.

We realized quickly that wages are only one part of it, that what also matters are the schedules we give people, the hours that they work, the training we give them, the opportunities you provide them. What you've got to do is not just fix one part, but get all of these things moving together.