Mark Cuban Quotes

What I'm good at is making sure we have the best resources, the best talent, the best marketing, and the best access to distribution.

Don't be afraid of developing a contrarian viewpoint on what type of person is perfect for your company as CTO and how you're going to find that person.

But, on balance, we seized the marketplace. We've got a great infrastructure. And yes it's struggling in some areas because of some external factors and some internal factors.

What I learned at Miramax is that if you see where extraordinary creative talent can be brought into the family, move quickly, because if you don't, someone else will.

Human resources are the most valuable assets the world has.

For creative tasks, the best approach is often just to hire great people and get out of their way.

Ultimately, the goal is to use acquisitions to compress time on product development and get people on the team, especially in senior roles, who can help build out areas of the company they have experience in.

When you don't have the deepest pockets, you better have the best scouting and development.

Management is defense. You basically say, 'This is the direction; this is where we're heading,' and then it's my job to get everything else out of the way. All the other things that can become a distraction keep us from executing well. Get those out of the way, because the team ultimately needs to run in that direction and execute well.

A winning model would mean trying to get the best possible players that you can, at whatever age they are; it doesn't matter.

Our philosophy is to attract top talent and incentivise them to succeed. We have some of the top talent in the entire industry.

You're doing yourself a disservice if you're not building your roster and your team to give yourself a legitimate chance to score 21 points.

I continue to be a believer in a standard-based industry, where your lean cost structure is a huge advantage.

Above all else, look around to employ the best talent you possibly can.

I used to spend my time more on process than strategy. Now, I prioritize my time around strategy, people, and process.

We recruit for attitude and train for skill.

Those who build great companies understand that the ultimate throttle on growth for any great company is not markets, or technology, or competition, or products. It is one thing above all others: the ability to get and keep enough of the right people.

We need to make sure we have the best people we can in our operations, and that is a constant challenge. There is always room to improve.

An intelligent person hires people who are more intelligent than he is.

Acquiring and keeping good people is a leader's most important task.

You want to think about what is the path for my first 10 or 15 employees going to be as the company grows.

Part of being able to make great decisions around that and to really grow a business and scale a business, it also comes down to people. I spend a lot of time building teams at both businesses - both The Trump Organization and my own - and thinking about who to hire to supplement the team and allow us to best achieve our goals.

People are not your most important asset....the right people are.

If you're building a startup or any sort of organization, take a few moments to reflect on the qualities that the people you most enjoy working with embody and the user experience of new people joining your organization, from the offer letter to their first day.

If you don't hire at least one or two people that are smarter than you are, then you're a terrible manager and I don't need you.