Shonda Rhimes Quotes

The healthiest companies are always characterized by organic talent development.

Most corporations have human-resources processes that involve discussions with your manager, performance evaluations, calibrations for performance and potential succession planning.

Businesses that fail to develop their staff are twice as likely to collapse. Firms seeking to reposition themselves for the economic upturn need to invest in their staff's flexibility, responsiveness and skills.

I really do believe in succession building and giving people experience for future leadership.

We have to hire, retain, and develop the best staff.

Our company has to be a company that enables its people.

You have got to attract the brightest and the best, but the brightest and best won't stay unless they see real career options.

Get the best people and train them well.

How do you make your company a good place to work in general? That's a really, really, really large and complex set of skills. A lot of it is on-the-job training, combined with excellent mentorship.

Someone asked me about what's it like managing 2.2 million associates, and I said, 'When they're Wal-Mart associates, it's not all that hard because of the quality and the depth of our talent.' I'm really proud of the fact that 70% of the managers in the U.S. started as hourly associates with our company.

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.'

Human resources are the most valuable assets the world has.

We expanded primarily for our people - if you don't offer more opportunities, you don't keep good people.

In over thirty years working in TV and movies, I've never had an exit interview or contributed to a 360 assessment.

You'd like to transition with continuity, have people in your own organization rise up and continue forward, whether in coaching or personnel or players.

The best way to build the best workforce is to focus on the largest talent pool you have.

I need to reach out to people who work for small to mid-sized companies, and help them identify and apply their strengths at work.

When a player has a slump, we do not trade them, we coach them. It is the same with our employees.

Good leaders understand that they are stewards. They must find the best people they can, giving them the opportunity to join in the journey developing them, and encouraging them to reach their potential. But they must hold on to people lightly. Those who start with you seldom finish with you.

When leaders throughout an organization take an active, genuine interest in the people they manage, when they invest real time to understand employees at a fundamental level, they create a climate for greater morale, loyalty, and, yes, growth.

You have to give people more than one chance. We hire people in job A, and if it doesn't work out, we try them on job B. We'll generally give them three different tries. You have to be more committed to training, but you know they have the right stuff because someone you think highly of has recommended them.

I believe you have to take care of the kids from the youth team, the ones coming through, and people like Butragueno know how to do that.

I thought one of the best things I ever did in my career was getting my first staff together at OU... That's exciting to me. The opportunity to put it together and help it grow.

One of the challenges of having exceptionally high quality talent is that they're constantly restless, and they're constantly on the lookout for opportunities.