Brian Roberts Quotes

I have to take decisions—not back hunches.

If you don't have a strategy, you're part of someone else's strategy.

Data is great, but strategy is better

Whoever you are playing and whatever you are playing against you have to weigh up tactically how you approach that game. That has always been a part of my make-up, having made my way through every division and finding out what management is all about.

My experience with Epic is handing off more and more power to the point where I can just sit back and look at our strategy or technology. I provide guidance without being responsible for any particular part of the company.

Insight essentially means being able to see things other people are not able to see. This is the hallmark of leadership.

Being a Navy SEAL and sniper taught me all about risk management. Take away all the risk variables under your control and reduce it to an acceptable level. The same fundamentals apply in business.

I think if you want to be a successful president or a manager of a team, you need to understand what the business is all about because you have to deal with the business side of the game to be able to do what you need to do.

A good leader, in my view, should have a clear vision of the future they want and the society they need to build. They must also have a connection with the people who work for them and be able to mobilise their best energies to create teams where people can be most creative and happy.

Playing at coach is very easy; actually doing it is another thing. Put yourself in the coach's position, and you'll see how complex everything is.

I'm a fact-based leader.

When you are on the field as a captain, the mind is always working. You cannot relax at any point of time. You are always focussing on what is going to be the next move, what if it doesn't work, what if the situation changes and you have to change your plan.

I don't think managers have the opportunity to think in terms of a long-term vision for a club.

Every manager must be prepared to face every situation.

There are people who are better managers than I am. I aspire to be a really good manager, but it's not my natural personality to do the same thing for 14 hours a day. I have a lot of different interests. I really like product and strategy and business strategy, and I think I'm not bad at it.

The market is full of talk, I prefer facts, which help us win, and to become great together.

Customers should be number 1, Employees number 2, and then only your Shareholders come at number 3.

We deeply want to be led by people who know what they're doing and who don't have to think about it too much.

The first, the supreme, the most far-reaching act of judgment that the statesman and commander have to make is to establish ... the kind of war on which they are embarking.

Let us not confuse objectives with methods. Too many so-called leaders of the nation fail to see the forest because of the trees. Too many of them fail to recognize the vital necessity of planning for definite objectives. True leadership calls for the setting forth of the objectives and the rallying of public opinion in support of these objectives.

When I say right, it just has to be well thought out. I feel like I'm on a pretty good roll, and it can't be me trying to force what might be perceived to be next.

The real heart of strategy is the strategist.

Making good judgments when one has complete data, facts, and knowledge is not leadership - it's bookkeeping

To some people, I am a kind of Merlin who takes lots of crazy chances, but rarely makes mistakes.