Robin Sharma Quotes

Even as an 18-year-old, I had to grow comfortable with my leadership style, which is that I was really impatient with under-motivated people - extremely impatient, to the point where I was counterproductive as a manager of underproductive people. And that hasn't really changed. If people need to be motivated, I'm no good.

A CEO needs to build their own team.

My gift, if I have one, is choosing terrific talent and providing the atmosphere for them to do their best work.

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.

To me, success in the job is setting a vision, guiding an organization through change - which is exactly what I did at Digitas, and I'm very proud of that - and bringing people together and with you. That, to me, is what it takes to be successful.

I used to think business was 50 percent having the right people. Now I think it's 80 percent.

I love the ability to work with very good managers, and to provide the right incentives for them, and truly become a partner with that management, and make that management take a long view.

Because management deals mostly with the status quo and leadership deals mostly with change, in the next century we are going to have to try to become much more skilled at creating leaders.

I described the CEO job as knowing what to do and getting the company to do what you want. Designing a proper company culture will help you get your company to do what you want in certain important areas for a very long time.

The role of leadership is to transform the complex situation into small pieces and prioritize them.

Many think of management as cutting deals and laying people off and hiring people and buying and selling companies. That's not management, that's deal making. Management is the opportunity to help people become better people. Practiced that way, it's a magnificent profession.

Management is the opportunity to help people become better people. Practiced that way, it's a magnificent profession.

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.

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 have to let the team develop. You can't say, 'Oh, I got empty seats, I'm going to change the team.' It just doesn't work that way.

Every new coach is interesting.

Naturally, managers and coaches are trying to find different ways to work.

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

When I was a player, I was always interested in management.

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

Every manager can improve.

It's difficult to be a coach.

My job is to recruit the best players I can recruit. When they get here, challenge them and grow them into their best version.

Ambition is important for any manager or coach, owner or director.

Managers are driving the ship, so to speak, without actually being on the pitch, so every manager I've worked under here definitely deserves credit.