Gerry Schwartz Quotes

Today, when I hire, I look for people who want to be trained and molded.

We're talking about people who've already got 3-4, if not 5-6 years' experience or more, and it's about trying to help professionals develop, using us as a resource for that development.

I would prefer to grow with the team inside Nintendo rather than taking anyone from outside. It would be a joy for me if someone who was working with me became a big success.

I always took my role as a leader, and certainly chairman and CEO of a major company very seriously as to our employees and trying to create opportunities for them and create opportunities where they could even, as I said many times, could realize their God-given potential and maybe realize more potential than even they realize they had.

The healthiest companies are always characterized by organic talent development.

I look for something unique, and I look for people who haven't reached their potential. I think I'm pretty good at developing talent.

Even your most talented employees have room for growth in some area, and you're doing your employee a disservice if the sum of your review is: 'You're great!' No matter how talented the employee, think of ways he could grow towards the position he might want to hold two, five, or 10 years down the line.

We use shorts at the studio extensively to develop talent. I always love to give opportunities for young story people, animators, layout people something like that to take the next step up in their career and try things out.

The more versatile you make yourself, the more work you get. Training makes you more versatile and ultimately gets you more work. Julliard taught me that.

I like having young assistants in my office; they have energy, and I spend time with them to make sure they understand what we're doing. By investing in them, I'm investing in the magazine. All over 'Vogue,' 'Teen Vogue,' and 'Men's Vogue,' there are people who have been through not only my office but also many other offices at 'Vogue.'

My main job was developing talent. I was a gardener providing water and other nourishment to our top 750 people. Of course, I had to pull out some weeds, too.

People need to be in charge of their development plan. They need to seek out their sponsors and their mentors and be very strategic.

I've been fortunate that my career has developed through on-the-job training.

I remember the first couple of years when I was coming up through the ranks, some of the old-timers would take me aside after the match and critique me.

Our approach to continuously investing in the scales and capabilities of our people helps us meet the needs of our clients and enhances our ability to attract the very best talent in our industry.

I think many people grow on the job.

Find someone within the company who is on another team but is at a similar level or role as you to be a friend, a sounding board, and a place to go for candid feedback. Find a mentor within the company who resembles the leader you'd like to grow to be.

I like to take chances on people, and whenever possible, promote from within - it sends a great message to everyone in the company when someone demonstrates a passion for the job and leadership skills at every step along the way and is rewarded with a leadership role.

In my 35 years in the army I was in school for 6 years. I think corporations should take a look at whether they are investing enough in the development of their human capital.

Always hire people who are better than you. Hiring dummies is shortsighted. You can't move up the ladder until everyone is comfortable with your replacement.

If you always hire people who are bigger than you are, we shall become a company of giants

I would rather train someone and lose them, than not train them and keep them

When someone is made the head of an office in the Ogilvy & Mather chain, I send him a Matrioshka doll from Gorky. If he has the curiosity to open it, and keep opening it until he comes to the inside of the smallest doll, he finds this message: If each of us hires people who are smaller than we are, we shall become a company of dwarfs. But if each of us hires people who are bigger than we are, we shall become a company of giants.

I started out as the assistant to the editor-in-chief at 'Ebony' magazine. She took me under her wing and gave me opportunities to take on bigger responsibilities very early on in my career.

There has been an intention since day one that it's as important to us that we build profits as much as we build a wonderful culture and a lasting legacy of a great company. We've created this inclusive environment that's very thoughtful in terms of how we can create allyship, how we create mentorship, and what kind of voices are heard.