Henry Paulson Quotes

I have a lot of common sense. I know what needs to be done and how to approach it. I have an ability to work with people on large enterprises.

If I'm in my position at a company, I may not have the knowledge of the C.E.O., I may not know what's possible, or I may not have the creativity, but if I can identify a problem, that's a valuable thing.

The successful business executive can handle challenges and solve problems at a remarkable clip.

Management teams aren't good at asking questions. In business school, we train them to be good at giving answers.

Effective management always means asking the right question.

A big part of the job of being a showrunner is, in my way of thinking, being a good communicator because there's really no other way to have hope for getting what you want, at the end of the day.

In management terms, directing opera certainly prepares you for a film set: the magnitude of it, the experts in other fields that you have to call on. Both are massive ensemble jobs in which there's incredible pressure to get things done on time and on budget - so much so that making the wrong decision may be better than making no decision at all.

The leadership qualities that you have to have to be a producer on a film is something I learned being a captain on the team.

I wanted to work with Shashank Shah. He is a very clear individual.

I have picked the very, very best deputy that I could. David Parker is a fantastic guy. He's a person who I trust absolutely. He's got a wonderful sense for policy. He will be great on organisation, and I know that I could not have a better deputy.

Good management is the art of making problems so interesting and their solutions so constructive that everyone wants to get to work and deal with them.

I think you need a really strong businessperson running the state, a person who's used to turning negatives into positives, which is what happens in business.

Society needs people who can manage projects in addition to handling individual tasks.

The manager asks how and when; the leader asks what and why.

Well, the first quality of being a good leader is you have to be able to follow. See, a good leader can't just be the leader all the time, I have to be able to follow.

I always told people in the private sector, 'You can be the smartest person in the world, you can have the very best ideas, but if you can't sell them and you can't get other people to work with you, you're not going to succeed.'

The experience of learning how to get straight to the core of a problem proved to be of immense value later when I had a long succession of responsibilities in large, complex government departments.

I've always been a leader. Every team I've played on, I've led my way.

A president, like a college freshman, can't know in advance which questions he'll have to answer or what topics he'll have to master. He has to be flexible, supple, and responsive. He has to be comfortable with multiple-choice.

I am endlessly fascinated that playing football is considered a training ground for leadership, but raising children isn't. Hey, it made me a better leader: you have to take a lot of people's needs into account; you have to look down the road. Trying to negotiate getting a couple of kids to watch the same TV show requires serious diplomacy.

The day-to-day making of policy is arguing all the time. You're trying to get the right approach and the right answer, and there are moments that aren't very pleasant. But in the end, you look at the overall product.

I put projects together. I put people together.

I work strategically with my management team to make all decisions.

I think that business leaders today have to be more rounded than they used to be, they have to be completely multi-functional and fast-moving.

Leaders of the future will have to be visionary and be able to bring people in - real communicators. These are things that women bring to leadership and executive positions, and it's going to be incredibly valuable and incredibly in demand.