Bertolt Brecht Quotes

A key to achieving success is to assemble a strong and stable management team.

Great leaders state out loud what they intend to do and in doing so, they get things done.

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.

Leaders tend to focus on 'what to do,' but the real issue is more often 'how to do it.'

History is full of people with great ideas, but leaders also need to ensure their visions become reality.

Good management is the art of making problems so interesting and their solutions so constructive that everyone wants to get to work and deal with them.

Leadership is an active role; 'lead' is a verb. But the leader who tries to do it all is headed for burnout, and in a powerful hurry.

The first myth of management is that it exists. The second myth of management is that success equals skill.

I feel that a great coach is one that has a vision, sets a plan in place, has the right people in place to execute that plan and then accepts the responsibility if that plan is not carried out.

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.

I need to build my team around my weaknesses.

A leader is the one who can outline the broad vision and the direction, and say here's where we are going to go, here's why we need to go there, and here's how we are going to get there. A manager is the one who actually gets up under the hood and tunes the carburetor.

Leadership means forming a team and working toward common objectives that are tied to time, metrics, and resources.

Surround yourself with the best people you can find, delegate authority, and don't interfere as long as the policy you've decided upon is being carried out.

A manager is a guide. He takes a group of people and says, 'With you I can make us a success; I can show you the way.'

The manager's function is not to make people work, but to make it possible for people to work.

Some people are really good at the visionary role. They're like third grade teachers who tell people the vision and values over and over and over until they get it right, right, right. But they're not implementers. If they're good leaders, they gather people around them who can take the implementation role and move it forward.

I think effective leaders typically are able to see the future to a certain degree and then try to take actions to shape it in some way.

Coaching is very complex: it's like a puzzle, and many things need to come together to make it work.

Like most entrepreneurs, getting motivated to work has never been a problem for me; focus comes through delegating tasks to the best people you can find.

My job is not to make decisions but to set stretch objectives and help our managers work out how to reach them.

I have to put people in the right spot so that if they execute, we win.

Leadership is inspiring people. Management is keeping the trains running on time.

You need to know how to put a mission together to victory!

I look at the group I've got and then I decide what strengths and weaknesses they have and then I formulate an appropriate way the players can work in order to be collectively successful.