Geraldine Stutz Quotes

As a designer, design director or any creative person, you have to hire great people, support them and make them feel comfortable so they can contribute and give you their best.

You try to get the most out of the talent. Make 'em work and let 'em play.

Managers develop organisations; leaders develop people.

Whether you're a founder, a leader, or an individual contributor, building a strong team is critical to your success.

Successful business leaders who have helped build institutions of lasting value - all are committed to talent and a culture of excellence. This is usually accomplished by the identification, retention, and development of great people.

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

The first thing is to hang on to everybody who is talented, who is entrepreneurial, who wants to make an impact and a change and start attracting ones.

And here's what management is: motivating people and putting them in places where they can succeed.

You have to be able to psychologically help your players, support-wise, be in touch with them, so I think managing people is very important.

I've always said that if you can get the best people who are good at what they do, but more importantly are passionate about what they do, you'll succeed.

The important thing is to get the right players on the team so Mike can be successful.

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.

Really in technology, it's about the people, getting the best people, retaining them, nurturing a creative environment and helping to find a way to innovate.

A CEO needs to build their own team.

How do you make people do the best work? You make them feel comfortable, so you can feel comfortable - and then you can have a really good ballgame!

I feel that my job is to create an atmosphere where creative people can do their best work.

Hire the best people, and trust what you hired them to do.

As CEO of a big company, I have to be a kind of a champion of the interests of our people as insofar as their ability to do their job, to feel comfortable in their work environment, and to be able to fulfill their ambitions.

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.

The most important ingredient for the success of any company is the quality of its people, starting with its leadership team.

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

Man-management is my biggest asset, to help the players enjoy themselves and be better than they already are.

When you are coaching an international team, you are running a programme for 12 months of the year. You get to influence peoples' careers.

One of the most important jobs of a great leader is to attract great talent.

SK will evolve and develop based on its corporate culture and human resources.