Robert Shea Quotes

I am somewhat surprised to have employees.

When you hire good people, and you provide good jobs and good wages and a career, good things are going to happen.

The corporate world is appallingly bad at capitalizing on the strengths of its people.

Your workforce is your most valuable asset. The knowledge and skills they have represent the fuel that drives the engine of business - and you can leverage that knowledge.

Management don't really have any problem at all with firing people. It's a powerful idea that, If I'm not happy, I'll quit. I'll try something else!

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

Anybody who ever left Microsoft to Amazon, we could count on them coming back within a year or two, because it's not a great place to work to do innovative stuff as an engineer.

I've been asked a number of times what was my proudest accomplishment when I was still very active in the day-to-day affairs of Southwest Airlines. I always said job security for our people.

A well-run organization turns over 10% of their organizations, including senior leadership. I don't have the heart to do that.

I have yet to meet members of a leadership team who I thought lacked the intelligence or the domain expertise required to be successful. I've met many, however, who failed to foster organizational health. Their companies were riddled with politics, various forms of dysfunction, and general confusion about their direction and mission.

The job at Everton was so good. I worked for a great chairman, great people at the club.

The great thing about David Poile and Nashville is they believe in the people that they hire and they stick with the people that they hire.

No one gave me a recipe for how to create company culture. I wish I had had one.

A single person doesn't change an organization, but culture and good people do.

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

If your employees are not happy, nothing else at your company will go well.

I've fired quite a few, but I've never had an employee quit on me.

A policy of knowing your replacement is one of the best ways to drive a growth culture. It anticipates and eliminates the most harmful politics in leadership for an expanding company and instantly sets the right tone for a high-talent, growth-mindset executive team.

Great leadership and great companies aren't built overnight, and they're not built without capital. And capital can sometimes be counter-productive to building a great culture.

I think United always had a plan for me. They nurtured me.

I want my people to work hard. But if they see me earning a lot more than they do, they would lose their sense of being owners of the factory, and what I say as factory manager wouldn't stick.

If you hire great people, and they're all self-motivated, then you can get by without a lot of structure.

Emmerdale' is a great place to work and I genuinely wouldn't be here if I didn't want to be.

You hire well and just make sure you have enough runway for everyone to grow in the company's success. It creates loyalty and opportunity, really.

It's not my job to rate managers. My focus is on me and my team.