Jeanie Buss Quotes

Let me control personnel, and I will ultimately control policy.

You have to take care of your guys. If a guy underperforms, you get rid of him. If a guy overperforms, you take care of him.

I have never fired anyone or kept anyone because of ratings or because of entertainment. I keep the people that I think are the best.

So, I have the responsibility of making sure that HUD functions and runs well.

The real and effectual discipline which is exercised over a workman is that of his customers. It is the fear of losing their employment which restrains his frauds and corrects his negligence.

A leader's most important decisions are about people. Who do you put in which jobs? How long do you leave them in a job?

The whole purpose of annual reviews is to keep you abreast of whether or not you are fulfilling the requirements of tenure.

I fire very little because I try to be very careful when I select people. If you know how to select, you don't fire often.

But because our organization has grown so much and in so many different ways, the delegation process places responsibility and authority on the shoulders of people you can watch grow and watch the way they treat others.

There is no business in America that would be prevented from taking results into account when making personnel decisions.

I always do my firing in the morning because that's when I'm fresh.

In the workplace, employees should be judged on their merit and hard work and not on aspects that are irrelevant to their performance.

The No. 1 criticism most managers get is that they don't ever change or wait too long to make changes... It's very simple: Either things are performing or they're not. And if it's not performing, we have to make changes.

But tending machinery was one thing; defining what we were trying to do and why we were doing it, and developing ways to measure how well the job was done - this was something else again.

The marketplace judges technologies by their practical effectiveness, by whether they succeed or fail to do the job they are designed to do.

My job is to make sure we keep performing.

My first company, Pure Software, was exciting and innovative in the first few years and bureaucratic and painful in the last few before it got acquired. The problem was we tried to systemize everything and set up perfect procedures.

No duty the Executive had to perform was so trying as to put the right man in the right place.

Being a consultant is like flying first-class. The food is terrific, the drinks are cold. But all you can do is walk up to the pilot and say, 'bank left.' If you're in management, you have the controls.

I do think a founder has special permission to make sweeping changes across an organization.

It's everything and I always make decisions about the cast.

Management's job is to convey leadership's message in a compelling and inspiring way. Not just in meetings, but also by example.

If the staff lacks policy guidance against which to test decisions, their decisions will be random.

The toughest thing about managing is knowing your personnel and what it can give you under all conditions.

Just because an employee does things differently doesn't mean he or she won't do the job right or as well. If you establish expectations of the goal and the standards to follow, then methodology shouldn't be an issue.