Rick Scott Quotes

To scale your business, you need to delegate responsibilities to others and establish a strong company culture.

What I learned from Rockefeller that's off-the-hook important is: You need to know exactly where you stand in a business at all times. Measure everything, because everything that is measured and watched improves.

A business like an automobile, has to be driven, in order to get results.

All I can say is that I'm going to try to coach the way I've coached in the past. And if it ends up not being good enough, then so be it.

If you're running an engineering or finance company, all companies depend on ideas and ingenuity. I think the principles of creative leadership apply everywhere, whether it's an advertising company or whether you're running a hospital.

You will launch many projects, but have time to finish only a few. So think, plan, develop, launch and tap good people to be responsible. Give them authority and hold them accountable. Trying to do too much yourself creates a bottleneck.

There are companies with management and companies with money. You can always find money. Management is the key to success in any business.

Tactical Work is the work you do every day in your business to generate income, along with all of the operational, financial, and management tasks that entails.

The only choice that leads small business owners to real success in their endeavors is the one that requires real thought. Understanding and building the systems they need within their company to afford them a framework of organization that can scale the business from a company of one to a company of one thousand.

Great companies have to manage the cadence of what they do.

Management always has a big influence on your success, no matter how good or how bad the business is itself.

I've run a very successful business, and I think I can also run a very successful team.

When I meet successful people I ask 100 questions as to what they attribute their success to. It is usually the same: persistence, hard work and hiring good people.

You can make a lot of mistakes and still recover if you run an efficient operation. Or you can be brilliant and still go out of business if you're too inefficient.

In a company, hundreds of decisions get made, but objectives and goals are thin.

Priorities are the yearly goals that I'm most interested in achieving, then they become operationalized through weekly goals.

There is no real magic to being a good leader. But at the end of every week, you have to spend your time around the things that are really important: setting priorities, measuring outcomes, and rewarding them.

A man to carry on a successful business must have imagination. He must see things as in a vision, a dream of the whole thing.

Most businesses fail because they want the right things but measure the wrong things, and they get the wrong results.

An entrepreneur assumes the risk and is dedicated and committed to the success of whatever he or she undertakes.

I definitely see a correlation between how many things a company gets right and how fast a company grows.

I have a good eye for great projects, talent, and entrepreneurs.

I brought one big question with me to Harvard. Why do smart companies fail?

Eighty percent of the cases used in the typical MBA program are about successful companies. Students graduate with this notion that 'If I do everything that the people in those cases did, then my organization will grow and be successful, too.'

To succeed in business, to reach the top, an individual must know all it is possible to know about that business.