Eric Shinseki Quotes

You have to be able to communicate the vision to the people in your organization so that they know where and how they should direct themselves on a day-to-day basis.

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.

When employees join executives in truly owning the responsibility for business success, an exciting new sense of teamwork takes hold.

Good leaders make people feel that they're at the very heart of things, not at the periphery.

I've always said that if you can get the best people who are good at what they do, but more importantly are passionate about what they do, you'll succeed.

Vision is dandy, but sustainable company excellence comes from a huge stable of able managers.

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

My No. 1 priority, and it always has been this, is keeping our team together and making sure we have the right guys in the right positions to make a run at this for a long time.

I used to think business was 50 percent having the right people. Now I think it's 80 percent.

Historically, NBCUniversal had brilliant people, but some of them didn't do a very good job of working together.

A good idea plus capable men cannot fail; it is better than money in the bank.

You can have a phenomenal technology with bad people; you're not gonna have much success. You can have mediocre technology with great people; they'll figure out a way to make a buck.

The essence of business to me is great people run great companies. Mediocre people don't do a very good job.

Few people would doubt that Mark Zuckerberg would build a great product. But I, at least, would never have expected him to become so great at hiring, motivating, managing, and ultimately getting whatever it is his company needs from people.

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

I think that the CEO is responsible for setting the vision, for articulating the mission, and for building a team of powerful evangelists that share that mission and that passion, because no one person can do anything by themselves.

I always run inclusive and successful organisations.

To be the organization that we want to be, we have to have a place to play.

Taking the time to identify and infuse values certainly does affect outcomes and is one of the most important things to get right as the CEO.

For the label to grow, it has to have great executives who understand the culture, understand the mission, and can lead. I don't want to be part of every decision.

The right people don't care about a corner office - they care about the culture, if you're mission-driven, what you're going to do to make the world a better place.

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

I believe in MWA - management by walking around - so I spend as much time as possible traveling and visiting franchise partners. You only learn by walking around and meeting people.

There has to be active, hands-on management in concert with the manager to lead the organization and make sure that the standards that we set for the organization as a whole are being lived up to.

Something as simple as transparency is really scalable because it quickly impacts the culture. And the culture is something everyone feels. If upper management is really transparent with everyone, that has this amplifying effect. Then you tend to attract players who operate that way, on the same wavelength, and coaches and fans.