Joe Lonsdale Quotes

I try to motivate people and align our individual incentives with organizational incentives. And then let people do their best.

There's a lot of pride that business owners have. It's actually really critical that pride and ownership extends to everyone in the organization. I think of everyone is in the same boat in driving the company forward.

Set a clear, easy-to-understand vision for your company, and make it be a mission people believe in.

I've got a really great team around me. They're the ones that are in the restaurants on a day to day basis. Anyone that's good can't be stifled in any way. I don't baby people.

You can't regulate a soul into a business.

My idea is bring in good people and then get out of their way.

If you can inculcate in your team that every moment means everything, you can then step back to let them lead.

It is the manager and the team that affect performance, not the size of the fund or firm.

The organization reflects the behavior and characteristics of the CEO, and that establishes the culture. Foster an environment of open communication, and the organization inherits a culture of open communication.

I believe that everyone in a company should pitch in to foster a culture of ownership and respect. At KIND, this belief translates to everyone being in the trenches - from team members just starting out to executives who have been with the company for years.

Put the right people in the right places, and then you trust them to do the right stuff.

If the players understand and accept that their leader is steering their direction through thoughtful, careful measures, then they will pull together to give the best effort every time.

I don't need a captain's band to lead a team to victory.

If there is such a thing as good leadership, it is to give a good example. I have to do so for all the Ikea employees.

Most management systems have to do with establishing trust and getting people to cooperate. They're not really about expertise or science.

That's how you get a performance - they put trust in you.

I wouldn't ask any of my employees to do anything I wouldn't do. And I work as hard, if not harder than the rest of the staff, to set an example. I also believe in giving my employees a lot of room to be creative and to express themselves.

Basic philosophy, spirit and drive of an organization have far more to do with its relative achievements than do technological or economic resources, organizational structure, innovation and timing.

Before I started a company, I was an employee with a bad attitude. I was always felt like, bosses are stupid, and people weren't well treated.

Great leaders help their people see how they can directly impact the company's objectives and their own personal goals.

The most challenging part of being CEO is communicating to 200,000 people what you want done.

I believe the director's primary role is to create an atmosphere where his company can be created.

Turnaround or growth, it's getting your people focused on the goal that is still the job of leadership.

I think whenever you come in, whenever you try to evolve a company, people will get nervous. But, if you articulate a clear vision, a clear mission to help them understand their roles in it and ask them to buy into the system, everyone will band together to make it happen.

You have to enable and empower people to make decisions independent of you. As I've learned, each person on a team is an extension of your leadership; if they feel empowered by you they will magnify your power to lead.