Henry Mintzberg Quotes

When you have trust and you get that trust in place throughout the company, people are empowered — people are free.

Fortunately or unfortunately, the one predictable thing in any organization is the crisis. That always comes. That's when you do depend on the leader: The job of the leader is to build an organization that is battle-ready, that has high morale, that knows how to behave, that trusts itself, and where people trust one another.

I purposely try to hire people who are really self-motivated and good at what they do, and then I just leave them alone.

I'm slowly becoming a convert to the principle that you can't motivate people to do things, you can only demotivate them. The primary job of the manager is not to empower but to remove obstacles.

When we tell people to do their jobs, we get workers. When we trust people to get the job done, we get leaders.

All organizations are hierarchical. At each level people serve under those above them. An organization is therefore a structured institution. If it is not structured, it is a mob. Mobs do not get things done, they destroy things.

It isn't effective or productive to force your employees to do anything. Choice empowers people and makes for a more content workforce.

If you create an environment where the people truly participate, you don't need control. They know what needs to be done and they do it. And the more that people will devote themselves to your cause on a voluntary basis, a willing basis, the fewer hierarchies and control mechanisms you need.

The leader's job is to lead and protect. Not have all the answers, not know everything to do, not to micromanage and tell people what to do or how to do it. A leader's job is to lead and protect. That's their job, and it's the people within the organization - their job is to get the work done.

If you can hire people whose passion intersects with the job, they won't require any supervision at all. They will manage themselves better than anyone could ever manage them. Their fire comes from within, not from without. Their motivation is internal, not external.

People cannot be expected to learn one expertise and just apply it routinely in a job. Your expertise is in steadily renewing your knowledge base and extending it to new areas. That lifelong cycle of learning really is the foundation of the new information organization and economy.

It's hard to get money to support your [non-profit] organization if you have no evidence. It's very much like the acting business: You need an agent and manager so you can get a job to get resources, but you can't get an agent and a manager unless people see your work.

An organization that is not facing up to people who are not getting the job done, is going to have difficulties.

The people who really run organizations are usually found several levels down, where it is still possible to get things done.

Leadership is all about people. It is not about organizations. It is not about plans. It is not about strategies. It is all about people-motivating people to get the job done. You have to be people-centered.

You try to get yourself into a situation where you only have to answer to yourself, where you can ask advice of people and work with your peers and mentors and things to try to do the best job that you can possibly do.

The thinnest I've ever been was after I had my appendix out, during the London run of The Seagull. I went down to 112 pounds and realized my brain doesn't work when I'm that thin, so I can't do my job. That's why, when I came out here, I never had that whole Hollywood pressure thing. I never said I wanted to be a lead actress; I never said I wanted to be a film actress. This need to trump everyone bewilders me. I'm only 25. I'm not better than anyone. I just want to watch other people and learn to be good.

You cannot motivate the best people with money. Money is just a way to keep score. The best people in any field are motivated by passion.

I can't stand stage mothers. It doesn't work. You definitely feel that with the new generation of pop stars right now they've all managed to work it out for themselves. You have to have confidence in that. When you're young, you know your market better than I will. I love having young people on the show because I can learn from them.

Some people are stuck in tedious things, like their jobs, and they are bored. Other people experience one stressful thing after another.

It just so happens that when I was, like, 19 or 20, I got a couple of auditions and got a couple parts with good people. Of the thousands of auditions where you don't get the part, I've done a couple of jobs where you do it and you're like, "Okay, this is good."

People say, "I wish I had more motivation today, because then I would try something." But our thinking is backward. The way our brain works is that dopamine - the so-called feel-good chemical - is released the second we actually do something. So the motivation doesn't come before, it comes after.

Don’t do it because it’s your job, do it because you can.

I've never believed unemployment numbers because the way that they calculate unemployment makes no sense whatsoever. It's not how many people are unemployed. It's how many people are actively looking for a job.

Ultimately, it's not your job, as an actress, to satisfy people's expectations or image of who you should be. Even in your life, you are just who you are.