Lauren Bush Quotes

You can't build any kind of organization if you're not going to surround yourself with people who have experience and skill base beyond your own.

An entrepreneur need not know everything but he or she should lead a team of persons who are thorough in different aspects.

I have surrounded myself with very smart people.

As I've conducted my interviews with crowdsourcing entrepreneurs and experts, it's constantly hit me that your ability to do something big and bold is really a function of the size and quality of your crowd.

The most important decision I've made in business? The choices of people I have around me. When I first started I brought everybody with me, my homies from the neighborhood, criminals. I just said, 'Come on everybody, we made it.' Then I had to realize we didn't make it. I made it.

I've always been very passionate about investing time in and sharing my expertise with other entrepreneurs.

Business is just like sports: if you're the best in the group that you run in, you're never going to get any better. It's the same thing in business. I surround myself with people who are smarter than me and have more experience than me, and I have gotten a lot of great advice.

I love managing characters. Characters make teams and I believe I can deal with all sorts. The most important thing is being able to pass my knowledge on to others and allowing them to flourish as individuals and as part of a team with a specific strategy.

I always tried to align myself with strategic partners, friends, and information to help me with the things that I did not know, and ultimately, I made it.

I have a great team who has helped me build Biocon, I was very fortunate to be able to share my vision with a group of people who really were as excited about challenges as I was.

I've helped some of my classmates on how to strategize to get to the next level of their businesses. And it's interesting, because here I am sitting there from the entertainment industry and the fashion industry, and I'm giving a billionaire that has a business that's been in his family for 300 years - I'm giving him advice about strategy!

I'm smart enough to know to work with smart people.

Surround yourself with great people. People are what make businesses prosper.

I think each person, if you're a CEO, the most important thing is to have - to me, is to pick people around you that aren't like you, that complement you. Because you want to build a puzzle; you don't want to stack Chiclets up and have everyone be the same. And so I believe in diversity with a capital D.

I like to be an idea person. I like to pull different people together and find new talent.

The most important thing you need to make one of those incubator/accelerator type projects work is to have some people who understand how to do it and want to do it in a particular place.

You learn as much as you can from the people that you work with. That's why you want to surround yourself with the heaviest people that you can possibly get to.

Getting somebody like Phil Jackson to come in and build the team is sort of like getting Einstein to help you with your math homework.

Creating the right advisory board for your startup can be the single most important step you take in building a new business.

Creating a billion-dollar company is hard, but being a truly great leader is even harder.

I turn to people who've been successful running networks, building production companies, building music companies, and people who have done it, and I ask them about their successes. And you will see them light up and give you all the information you need.

There's a conventional wisdom that says that strategic thinking is much more important than relationship building, which doesn't seem to be nearly as highly valued as it should be, based on what some of the leaders that I've spoken with have said to me.

I am wired like a CEO and care a great deal about the bottom line, but I care about my customers even more than that. That's always been my competitive advantage.

To me, a leader is someone who holds her- or himself accountable for finding potential in people and processes. And so what I think is really important is sustainability.

A director is a choreographer, both politically and creatively.