Kathryn Minshew Quotes

Successful organizations, including the Military, have learned that the higher the risk, the more necessary it is to engage everyone's commitment and intelligence.

Managing through ambiguity can be difficult for even the most experienced leaders. Defining a clear set of goals for your team demonstrates that there is an end in sight. However, it's crucial during this time to move through the transition in phases.

Society needs people who can manage projects in addition to handling individual tasks.

Obviously I've got a great team of people within the company. You can't operate all by yourself. We have a good board of directors and a big bench, and they can make decisions if I'm not around.

The way you continue to be a successful business is you don't wait for the car to go off the cliff. You have to manage yourself. And make sure you do it in the right way so you are not making decisions in crisis.

You can't base an industry solely on one person. That's a very vulnerable business strategy.

But I also think that the more you reason collectively about what the project should be at the beginning of the process, the more you can improvise later.

I need to build my team around my weaknesses.

I work strategically with my management team to make all decisions.

Making decisions quickly isn't for everyone, and I've had my disasters, but overall, it works for me.

In business, you try to solve problems.

The key things I learned as a hospital administrator are to be organized, communicate, and be flexible.

Building a company isn't that different from climbing a big mountain. You need people helping you traverse treacherous paths and to lift you up when you fall.

Leadership means forming a team and working toward common objectives that are tied to time, metrics, and resources.

I've got to let the people who are in the business run the business. I can help them think through their decisions about products, about partners, about hiring. But in the end, the decisions are theirs, and so is the responsibility.

What I learned at LucasArts was, you don't make your bets on ideas: ideas are cheap. You make your bets on people.

A manager is a guide. He takes a group of people and says, 'With you I can make us a success; I can show you the way.'

No agency … wants an issue on the agenda unless it has an efficient and acceptable solution for it.

It is most difficult to deal with. There are so many plans, so many schemes, and so many reasons why there should be neither plans nor schemes.

The best … Committees consist of three persons, two of whom are always absent!

I would say that I'm blessed with a very, very good executive team that operates, reasonably autonomously, each of the companies.

As an entrepreneur and investor, I prioritize construction and collaboration. Whether it's a five-person start-up or a global giant, the companies that are most productive are the ones whose employees operate with a shared sense of purpose and a clear set of policies for responding to changing conditions and new opportunities.

My priority is having the ability to be creative and to come up with the right decisions and not be fettered. If there are a lot of people involved in decision making, it can become frustrating.

The best policymakers know that in start-ups, as in politics, not everything works out exactly as planned.

The leadership qualities that you have to have to be a producer on a film is something I learned being a captain on the team.