Tony Dungy Quotes

In most organizations, change comes in only two flavors: trivial and traumatic. Review the history of the average organization and you'll discover long periods of incremental fiddling punctuated by occasional bouts of frantic, crisis-driven change.

I'm impatient. Typically people think they know all about change and don't need help. Their approach tends to be more management-oriented than leadership-oriented. It's very frustrating.

Sometimes it's more difficult to achieve a 10% cost reduction than it is to tell people they have to achieve 50%. Small incremental steps block your view of doing something fundamentally different.

Change the leader, change the organization.

Change isn't always bad; we should always be learning and improving. But the change I was seeing involved principles, not procedures.

The key to the ability to change is a changeless sense of who you are, what you are about and what you value.

If we do what we do without panicking, we can accomplish great things.

Something you're aware of being a quarterback coming here-you have expectations, and you want to live up to those.

We know that leadership is very much related to change. As the pace of change accelerates, there is naturally a greater need for effective leadership.

What we are looking for is managers who are awake enough to alter the world as they find it, to make it harmonize with what they and their people are trying to accomplish.

Learning has replaced control as the fundamental role of management.

Incrementalism ceases to be a good strategy when there's a cliff on the route.

Producing major change in an organization is not just about signing up one charismatic leader. You need a group - a team - to be able to drive the change. One person, even a terrific charismatic leader, is never strong enough to make all this happen.

Realize that change - whilst we want it to happen fast - is usually the result of a great deal of work, and often comes as a result of a series of compromises (so long as we do not compromise our values).

Make sure you have a vice president in charge of your revolution, to engender ferment among your more conventional colleagues.

A leader's job is to look into the future and see the organization, not as it is, but as it should be

No matter what happens on the football field it doesn't change the kind of person I am.

We believed it was not our formations that made us good, but rather how we played.

People in any organization, including bureaucrats and politicians, are always attached to the obsolete; the obsolescent; the things that should have worked but didn't; the things that once were productive and no longer are.

Dedicate yourself to a core set of values. Without them, you will never be able to find personal fulfillment, and you will never be able to lead effectively.

At the end of the day, the only people a One Voice doctrine silences are those who should be the most loyal.

Men don't like to step abruptly out of the security of familiar experience; they need a bridge to cross from their own experience to a new way. A revolutionary organizer must shake up the prevailing patterns of their lives - agitate, create disenchantment and discontent with the current values, to produce, if not a passion for change, at least a passive, affirmative, non-challenging climate.

No vision is worth the paper it's printed on unless it is communicated constantly and reinforced with rewards.

God's definition of success is really one of the significant differences our lives can make in the lives of others.

Ideas really do matter. But in any organization a good idea will only go so far unless its proponents are willing to fight the political games to get the idea adopted.