Jennifer Hyman Quotes

You have to be able to communicate the vision to the people in your organization so that they know where and how they should direct themselves on a day-to-day basis.

I think that the CEO is responsible for setting the vision, for articulating the mission, and for building a team of powerful evangelists that share that mission and that passion, because no one person can do anything by themselves.

The most important thing is that you can make tough decisions, discipline people when you need to, but also create a spirit to get the ultimate thing you're aiming for, which is winning enough games.

CEOs who can hire properly, that's the most important part of the job. The CEO's job is really to hire the right team and execute the vision second.

You know, I think when people are in important positions in big organizations, they often get tied up with the minutia of managing money, managing things. They often forget that people deserve to be led.

There is no real magic to being a good leader. But at the end of every week, you have to spend your time around the things that are really important: setting priorities, measuring outcomes, and rewarding them.

Vision is dandy, but sustainable company excellence comes from a huge stable of able managers.

The most challenging part of being CEO is communicating to 200,000 people what you want done.

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.

I think in any organization you want your manager to have a strong opinion. You don't want them to just say, 'Yes, sir' to things they don't believe in.

Lots of folks confuse bad management with destiny.

Most businesses think that product is the most important thing, but without great leadership, mission and a team that deliver results at a high level, even the best product won't make a company successful.

Management by objective works - if you know the objectives. Ninety percent of the time you don't.

When I wear the hat of management, it is important that our management behaves and conducts as management accountable to the board.

Few people would doubt that Mark Zuckerberg would build a great product. But I, at least, would never have expected him to become so great at hiring, motivating, managing, and ultimately getting whatever it is his company needs from people.

I try to motivate people and align our individual incentives with organizational incentives. And then let people do their best.

I am a director. I'm the one who can order men around.

When you're the CEO, you take responsibility.

First of all, you've got to have a vision of 'What kind of program do I want to have?' Then you've got to have a plan to implement it. Then you've got to set the example that you want, develop the principles and values that are important, and get people to buy into it.

To scale your business, you need to delegate responsibilities to others and establish a strong company culture.

The right people don't care about a corner office - they care about the culture, if you're mission-driven, what you're going to do to make the world a better place.

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.

It is the manager and the team that affect performance, not the size of the fund or firm.

The execution of strategy is over to the captain and coach, as it always has been. It's the right way to go. We need clear role allocations, the coach and the captain go and execute and my job is to plan for the future.

The organization reflects the behavior and characteristics of the CEO, and that establishes the culture. Foster an environment of open communication, and the organization inherits a culture of open communication.