George Carey Quotes

A CEO needs to build their own team.

To operate a company of the size of Sears Holdings or Wal-Mart or Target or Home Depot or Lowe's, you need a combination of skills, and each of those skills needs to be sufficiently strong.

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.

I've run a very successful business, and I think I can also run a very successful team.

As much as you need a strong personality to build a business from scratch, you also must understand the art of delegation.

Management is, above all, a practice where art, science, and craft meet

Management is the most noble of professions if it's practiced well.

Anyone can steer the ship, but it takes a leader to chart the course. Leaders who are good navigators are capable of taking their people just about anywhere.

A C.E.O.'s job is leadership, problem solving, and team building. I've done that my whole career.

Nobody is actually a natural C.E.O.

As the leader of twelve apostles, even Jesus had more executive experience than Obama.

Look, you need technical skills to run a company.

My last two years of high school, I did work-study half the day, and I ran the restaurant. It was just this little restaurant, but it was just so cool. I had 35, 40 employees.

A woman with organizing skills can run a construction company without ever picking up a hammer and nail.

I have had the privilege of serving as city comptroller, and I lead 750 professionals in the office, have appointed eight deputy comptrollers... no one has criticized my management of these 750 professionals.

My expertise is running businesses.

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 fell in love with the topic of leadership. For three decades, that has been a major focus of my hands-on work: listening to and working with leaders, their teams and their organizations.

Our managers need to have a strong integration of managerial skills and technical understanding. One cannot substitute for the other.

Coaching was something I've never had much interest in. I've always been a big-picture guy, like a manager has to be.

I had the best teacher there can be in man management or managing a football club.

Leadership is all about emotional intelligence. Management is taught, while leadership is experienced.

Having the ability to relate to people is such an important part of management and leadership.

It was Labor Day weekend in 1983, and Dad hired me to run Mick's Lounge, a bar he co-owned, for $200 a week. The business was nearly bankrupt. But I said, 'Dad, I can fix it.' It was the most natural thing I'd ever done. It just made sense to me.

Anyone who has actually had to take responsibility for consequences by running any kind of enterprise whether economic or academic, or even just managing a sports team is likely at some point to be chastened by either the setbacks brought on by his own mistakes or by seeing his successes followed by negative consequences that he never anticipated.