Wayne LaPierre Quotes

We want to move along and make sure, both internally and externally, that people realize how the company is being run, and it's being run by a group of people now, not just me.

Unfortunately, the boards of art institutions tend to be populated with well-meaning supporters of the arts who often lack any business background or appetite for imposing appropriate discipline.

Show me your budget and I’ll describe your strategy.

One capability every business is expected to have is the capability to make money. It requires a certain kind of discipline, a certain kind of mindset.

The one thing that I don't think the Obama administration gets anywhere near enough credit for is the high level of administrators. They meet all the time so they can synergize the federal investments. That's the way any corporation would do it.

If we're going to change leadership, we need to do it in a very systematic and organized way.

It was Labor Day weekend in 1983, and Dad hired me to run Mick's Lounge, a bar he co-owned, for $200 a week. The business was nearly bankrupt. But I said, 'Dad, I can fix it.' It was the most natural thing I'd ever done. It just made sense to me.

The paradox of decentralization is that it requires strong central leadership to make it work.

The way to cut the military budget is to go to the commanding officer of each military facility and tell him he will get another star if he cuts his budget, and we will be trampled in the stampede to save money.

When the times were good, many leaders neglected to keep pushing reforms and to invest profits wisely. As a consequence, their nations are now struggling to sustain growth.

I think we're ready for succession. We just must try to do it right.

You can't delegate turning a company around.

I couldn't sell water in a desert. I have no business acumen. I can tell you why you have no business acumen, and I can tell you why your project may or may not work, but I have no ability to make money.

I see city finances within the context of an economic strategy... We are going to solve our financial problems by growing the economy, and I have rejected some corners that have called for a slash-and-burn approach, and I've rejected others who have called for raising taxes and leaving government as is.

Look first at management. That's the key to a company.

Quit being 'busy' and start actively owning and operating your company, and you'll be able to understand where the money is coming from and how to make more of it.

You're kind of taught that the role of a business person is the decision making.

As much as you need to know your operations, if you don't understand the finance side and how to do the business, you're never going to be successful. So you might be the best operator or visionary, but if you don't understand the finance side... I'm successful because I know the finance side, but I also know operations; it's not an accident.

You always have years when you go through transition and the side needs to be rebuilt. Or you have changes in terms of managers.

Deciding whether or not to bring in an outside CEO is one of the most gut-wrenching decisions that a founder will ever need to make.

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.

In a perfect world, you make a seamless transition from one great era to the next, but that rarely happens. I've studied these things: how do you go from the Aikman-Irvin-Smith Cowboys to the next era? I'm all for continuity. I wish we could have done it that way with Bill Polian, Jim Caldwell, Peyton.

Self-imposed discipline with a bent towards results rather than 'creative' and sustainability spending is unfortunately not the norm in the marketing industry.

For eight years at West Ham, I made a profit. And I kept them in the Premier League. Took them into Europe.

One of the degrees I have is in business, and I was a healthcare administrator that ran a 365-bed skilled nursing facility for years and generated several million dollars a year profit for them. So I have a background in business.