Peter Levine Quotes

Something as simple as transparency is really scalable because it quickly impacts the culture. And the culture is something everyone feels. If upper management is really transparent with everyone, that has this amplifying effect. Then you tend to attract players who operate that way, on the same wavelength, and coaches and fans.

Basic philosophy, spirit and drive of an organization have far more to do with its relative achievements than do technological or economic resources, organizational structure, innovation and timing.

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

A true leader has to have a genuine open-door policy so that his people are not afraid to approach him for any reason.

I find out as much from the guy in backstage TV as I do from my C.F.O. Anybody can e-mail me. I do town halls with employees at least once every eight weeks. I'm out there, and it makes a huge difference.

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.

Historically, NBCUniversal had brilliant people, but some of them didn't do a very good job of working together.

I'm a career Air Force officer. We have a saying in the Air Force: 'If you want people to be with you at the crash, you've got to put them on the manifest.' And so I was always of the view to almost leave no stone unturned when you're up there briefing the Hill.

I don't have an office. I sit in a cubicle with everybody else. That's partly so no one can ask for an office, which in a fast-growing company isn't practical. But it's also so I can keep my finger on the pulse of how people are feeling.

An approachable and authentic CEO is essential to fostering a high-performance, open communications culture.

Culture is what happens when the CEO isn't in the room.

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.

Microsoft's culture is very strong.

You build a program; culture is what makes it go. You have to invest in that culture every single day, and that's my big-picture focus.

You need to set a tone at the top that inspires trust - and encourages open and honest 2-way communication. So you hear the brutal facts, and you listen to the good news and the bad news - so that, in the spirit of continuous improvement, you can make changes.

I do believe that any successful business starts from the top and works its way down.

It doesn't matter what's written on a coffee mug or on a 'culture' slide; what you do as a CEO, day in and day out, and how you behave will define your company's culture.

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

I believe in MWA - management by walking around - so I spend as much time as possible traveling and visiting franchise partners. You only learn by walking around and meeting people.

In a well-run tech company, small, elite groups who have ownership in the company are given the freedom to define and achieve their tasks in line with a broader mission that they have internalized as their own.

As a manager, you manage a team and there are good periods where there are good feelings in the group.

When employees join executives in truly owning the responsibility for business success, an exciting new sense of teamwork takes hold.

I think Tesla doesn't sound like it has a very collaborative culture.

If we're going to ask our players to be coachable, we've got to be coachable as coaches as well. That displays an ownership and an accountability that we try to all have and makes the players more receptive to the messages we try to implement.

It's not about money. It's about the people you have, how you're led, and how much you get it.