Iqbal Quadir Quotes

Failing organizations are usually over-managed and under-led.

Human material seems to have one major defect: it does not like to be considered merely as human material. It finds it hard to endure the feeling that it must resign itself to passive acceptance of changes introduced from above.

I think too much of my leadership is done the bad way.

I think institutions that are bureaucratic often try to squeeze from the top down, and they don't have good results on the ground level.

Stress and anxiety at work have less to do with the work we do and more to do with weak management and leadership.

I've seen, all too often in my career, people coming in to lead agencies and organizations and trying to impose change from the top down. Never works. You never have enough time.

With the never-ending stream of new social technologies, apps and platforms rolling out every day, its easy to get lost in the minutiae of social media. Yet for there to be effective change, especially within large, top-down, hierarchical institutions, a company must have an over-arching understanding of the new role it has to play.

The most challenging part of being a boss is that nobody will tell you if your work is suffering.

It's easier to talk about leadership if you haven't had to do it.

When I cannot get the President to read my reports, then its time to go.

Government does not have basic business sense.

Now I know how Jack feels when he has told three people that they can each be Secretary of State.

Gradual, and not sudden emancipation, is better for all.

One of the biggest challenges we face today is finding managers who can sense and respond to rapid shifts, people who can process new information very quickly and make decisions in real time. It's a problem for the computer industry as a whole - and not just for Dell - that the industry's growth has outpaced its ability to create managers.

The definition of success is that the company doesn't miss a beat. Do I love what I do? Oh yeah - I love it more than ever. You've got to have that energy level 24/7. But you've also got to make sure the transition is smooth. Being realistic, most high-tech companies haven't done that well.

Usually, the first three months post acquisition are up and down. The acquirer and the acquiree are trying to figure out how to interact. The founders of the acquiree are usually tired from the deal process and adjusting to their new reality.

I think there's always an adjustment when somebody new is runnings things, from the top down.

Top-down government programs threaten to limit the freedom and opportunity that made this country great.

I have enough problems trying to manage a team, without managing the FA.

Managing through ambiguity can be difficult for even the most experienced leaders. Defining a clear set of goals for your team demonstrates that there is an end in sight. However, it's crucial during this time to move through the transition in phases.

Just the whole thing of getting up in the morning - I love the sunshine, I love the palm trees. I'm that kind of guy. I like to drive around with the top down and just enjoy life. I never did that before, so it's a beautiful thing.

Most of the time, you think the problem is not as big as it is - because it says something negative about you or your company or your leadership. Face the reality: The facts are not as you want them to be.

Direction and all is not my cup of tea. It's not an easy job.

We're lousy at recognizing when our normal coping mechanisms aren't working. Our response is usually to do it five times more, instead of thinking, maybe it's time to try something new.

Too often, companies focus on systems and structures that facilitate cultural change at the mid-management level, overlooking problems closer to the top.