Ken Blanchard Quotes

As far as employees are concerned, clearly I like to communicate with them, since we are more than 40,000 people. I like to communicate either through e-mail or through video conferencing, which we do very often, and stream out videos and interviews. But more than that, I believe in traveling to my branches.

I think whenever you come in, whenever you try to evolve a company, people will get nervous. But, if you articulate a clear vision, a clear mission to help them understand their roles in it and ask them to buy into the system, everyone will band together to make it happen.

I find out as much from the guy in backstage TV as I do from my C.F.O. Anybody can e-mail me. I do town halls with employees at least once every eight weeks. I'm out there, and it makes a huge difference.

I emphasize to C.E.O.s, you have to have a story in the minds of the employees. It's hard to memorize objectives, but it's easy to remember a story.

Developing a good, healthy culture is extremely important at a startup. Culture reflects the essence of a startup's operation because it directly affects the success of a company's hiring practices and overall strategy.

Regarding managing people, I am lucky to be surrounded by good, smart friends, some of whom own their own companies or have worked in ones and can lend experience.

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.

You can't make a manager have a coach he doesn't want. I can't make the head of the accounting department work with someone he doesn't want.

I have a great team at WME.

I'm proud that I've been able to attract an incredible team to work with me.

Having the support from everyone, the bosses, whoever within the team, definitely makes it much easier for me as a driver.

I want to do this for as long as I possibly can and coach as many different teams and opportunities and different kind of personalities. I want to gobble that all up. And I want to be able to give and add value to these teams.

Imagine going into an office and telling the staff that they have to follow your philosophy. Imagine the reaction you would get if you said that in any other walk of life. Why would I offer that to my players?

We need to find ways to grow as a team and get better to be the best team possible.

I'm very much a leader in a lot of the work that I do or that I've done in my career.

To get things done, you have to get people together.

If there is such a thing as good leadership, it is to give a good example. I have to do so for all the Ikea employees.

Most management systems have to do with establishing trust and getting people to cooperate. They're not really about expertise or science.

That's how you get a performance - they put trust in you.

As for whether I am a 'new age guru', I am not at all. I help companies build employees who lead without a title and become high performers.

Basic philosophy, spirit and drive of an organization have far more to do with its relative achievements than do technological or economic resources, organizational structure, innovation and timing.

I love being part of a company, and telling a story.

I don't view myself as a team manager, but a team captain. I'm part of the team, but everybody else as well.

Many corporate leaders and employees have the right intentions, but it can be overwhelming when you consider how everything is affected from leadership styles, to organizational structure, to employee engagement, to customer service an marketplace.

I have a job that I truly love, and an enormous crew of people that can do things better than I can!