Pat Gillick Quotes

If I can impact an executive and his or her team, I can help to change the culture of an organization.

All companies of any size have to continue to push to make sure you get the right leaders, the right team, the right people to be fast acting, and fast moving in the marketplace. We've got great leaders, and we continue to attract and promote great new leaders.

You have to let the team develop. You can't say, 'Oh, I got empty seats, I'm going to change the team.' It just doesn't work that way.

You'd like to transition with continuity, have people in your own organization rise up and continue forward, whether in coaching or personnel or players.

I think one of the main challenges that the World Bank faces is creating an organizational structure that doesn't get in the way of its staff. We have fantastic staff. People told me as I was coming into the organization that the greatest asset of the World Bank Group is its staff, and I think there's no question that that's the case.

But change must always be balanced with some degree of consistency.

It all sounds almost silly, but the fact is that the only way to change a corporate culture is to just change it.

Because management deals mostly with the status quo and leadership deals mostly with change, in the next century we are going to have to try to become much more skilled at creating leaders.

If you want to change the culture, you will have to start by changing the organization.

I don't care what sport you're talking about. What you see with great franchises is structure - a structure that doesn't just take you from year to year, but day to day.

But we are entitled to look for continuity in politics.

Too many people who come in as CEO of a poorly performing company assume that none of the incumbent executives are worth retaining. That's not always the case. Sometimes the talent is there, but it's not being led well.

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

We cannot change every week our idea and philosophy as a club if you win two games or you don't win two games.

I think the most important thing is not only do you want to build a roster, but you also want to establish a culture within any given organization.

A policy of knowing your replacement is one of the best ways to drive a growth culture. It anticipates and eliminates the most harmful politics in leadership for an expanding company and instantly sets the right tone for a high-talent, growth-mindset executive team.

Great leadership and great companies aren't built overnight, and they're not built without capital. And capital can sometimes be counter-productive to building a great culture.

As a head coach you need a strong leadership group behind you and that is exactly what we have with Stuart Webber and our board, we know exactly what direction we want to head and what is possible.

I don't want a mercenary management team.

You need continuity at clubs.

I don't think managers have the opportunity to think in terms of a long-term vision for a club.

I grew up in the IBM school of management.

When a culture is broken, the cracks show - morale is weakened, but so is profit and performance. That's why culture has to be at the core of any business transformation.

Of course you learn from certain moments, and you always get more and more experience, so maybe in the future you will do some different things, but in general, the basics always stay the same.

I think, when a manager has been at a club for more than 20 years, he can only have a positive impact.