Anne Donovan Quotes

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

KIND had grown from a team of dedicated, overworked generalists to a large, professional organization with specialists who had either come in from outside or had been groomed internally to grow in a focused area about which they're passionate.

Many corporate leaders and employees have the right intentions, but it can be overwhelming when you consider how everything is affected from leadership styles, to organizational structure, to employee engagement, to customer service an marketplace.

I recognize we will pay more attention when we have different leadership.

In any rebuilding process, I feel like there's probably going to be two or three coaches.

I've always been intellectually restless, but it is the building part of it that most interests me. It is the constructing of the team that is my favorite part. Anyone who is familiar with the history of the A's franchise, even dating back to Philadelphia, knows that every five or 10 years, you have to tear it apart and rebuild it.

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.

Great leaders help their people see how they can directly impact the company's objectives and their own personal goals.

Turning a culture around is very difficult to do because it's based on a series of many, many decisions, and the organization is framed by those decisions.

To me, success in the job is setting a vision, guiding an organization through change - which is exactly what I did at Digitas, and I'm very proud of that - and bringing people together and with you. That, to me, is what it takes to be successful.

I think whenever you come in, whenever you try to evolve a company, people will get nervous. But, if you articulate a clear vision, a clear mission to help them understand their roles in it and ask them to buy into the system, everyone will band together to make it happen.

We want to move along and make sure, both internally and externally, that people realize how the company is being run, and it's being run by a group of people now, not just me.

You get a culture of entrepreneurship after you have successfully changed the accountability system so that people can use a better process. Process drives culture, not the other way around, so you can't just change the culture, you have to change the system.

As a company grows from 25 to 50 to 100 to 200 to 500 to 1000 people, the characteristics of who is the very best talent in leadership roles will change. It's rarely the case that your leadership team at 1000 people is the same leadership team you had a 25 people.

I think we're ready for succession. We just must try to do it right.

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.

Management did not emanate from nature. Management is not a tree: it's a television set. Somebody invented it. It doesn't mean it's going to work forever. Management is great. Traditional notions of management are great if you want compliance. But if you want engagement, self-direction works better.

Most of the clubs I have had, they have been in a precarious situation when I have taken over and I have had to change it, even going back to Scarborough and all that.

People talk about flip charts, tactic boards and other rubbish like that. But the truth is that as a manager you just need to get the best out of the players at your disposal.

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.

When it comes to communicating change at any time, the mission must be clear, and it must inspire.

SK will evolve and develop based on its corporate culture and human resources.

Obviously when a new manager comes in, he's got to instill his own ideas within the team and with his set-up for the games.

Change the leader, change the organization.

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