Leah Busque Quotes

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.

For the label to grow, it has to have great executives who understand the culture, understand the mission, and can lead. I don't want to be part of every decision.

I love being part of a company, and telling a story.

In a company, hundreds of decisions get made, but objectives and goals are thin.

It seems like those of us who run a business can't go five minutes without encountering the term "company culture." The phrase is always uttered with extreme adoration, yet the very concept seems as nebulous as it is elusive.

People say the most important thing is building a world-class team.

It's so important for startups to get their culture right at the start. They need to feel unique and that they are on their own important mission in the world.

I hadn't really worked in an office before Shutterstock, so I didn't have the experience of building a culture, nor did I understand how important that is for attracting and retaining the best talent.

Most leadership strategies are doomed to failure from the outset. As people have been noting for years, the majority of strategic initiatives that are driven from the top are marginally effective - at best.

You know, as most entrepreneurs do, that a company is only as good as its people. The hard part is actually building the team that will embody your company's culture and propel you forward.

Since most startups operate at a break-neck pace, with a concept to prove or a product to launch within a rapidly shortening runway of financing, company culture often gets shoved aside. This is a big, big mistake: Nobody serious about their business should put culture in the corner.

People lead complicated lives and aren't hanging on your every word or the company mission statement. You have to become a broken record of your expectations of the organization and show people why it is relevant and how it works in specific ways.

At around 50 employees, you get to the point where you can't see what's going on all the time. So you start to have weekly check-ins, and you have days that go by without knowing exactly what's going on.

If there are only three guys at the top of the organization handling things, it's the definition of a bankrupt company. In creating leaders without titles, we are going to have organizations with people at the helm putting forth their best.

Investing in management means building communication systems, business processes, feedback, and routines that let you scale the business and team as efficiently as possible.

A new 'look' for any organization cannot be a papier-mache cover, tacked on with Scotch tape under the heading of 'beautification.' It has to be based on a probing examination of the company and the people who work for it. As a result, the eventual external visual design becomes the graphic extension of the internal realities of a company.

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

If you want to have the best employees, there really needs to be a vision and a mission. Talent looks for a mission. And if you have the best talent, that's the single biggest competitive advantage any company can have.

I think the most important thing is not only do you want to build a roster, but you also want to establish a culture within any given organization.

You make sure to set True Norths for your company. You can't be involved in every decision and every meeting; you have to make sure the mission is very built into the culture, the product, and how you communicate.

Values can set a company apart from the competition by clarifying its identity and serving as a rallying point for employees. But coming up with strong values - and sticking to them - requires real guts.

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

Building a great team is the lifeblood of any startup, and finding great talent is one of the hardest and costliest tasks any CEO will ever face.

If you are building a corporate culture of greatness, you have to define culture on your own terms and with the people you work with.

I'm not looking to... I'd like to build my company and make a bigger company always, but I think in the behind the scenes arena is where I'd prefer to spend my time.