Kirk Kerkorian Quotes

My errors will point to thinking men the various roads, and will teach them the great art of treading on the brink of the precipice without falling into it.

I've done enough of this that I can tell early on if it's going in the wrong direction or not.

In management terms, directing opera certainly prepares you for a film set: the magnitude of it, the experts in other fields that you have to call on. Both are massive ensemble jobs in which there's incredible pressure to get things done on time and on budget - so much so that making the wrong decision may be better than making no decision at all.

Bosses and leaders everywhere should cherish the people who bring them bad news, disappointing data or hard problems.

Common sense is the measure of the possible; it is composed of experience and prevision; it is calculation applied to life.

I don't think leadership demands 'yes' or 'no' answers; I think leadership is providing the forum for making the right decision, which doesn't demand unanimity.

The experience of learning how to get straight to the core of a problem proved to be of immense value later when I had a long succession of responsibilities in large, complex government departments.

Exploring how you could make a bad situation worse can sometimes tell you what not to do.

There is no substitute for accurate knowledge. Know yourself, know your business, know your men.

You can't run a business or anything else on a theory.

The way to develop decisiveness is to start right where you are, with the very next question you face.

The rest is a mere matter of detail, to be settled with judgment, discretion, and caution.

Making good decisions is a crucial skill at every level.

The more extensive a man's knowledge of what has been done, the greater will be his power of knowing what to do.

It's hard to give advice. There are so many people, how do you give major advice to a group of people, it's very presumptuous.

An executive is a person who always decides sometimes he decides correctly, but he always decides.

The person who knows "how" will always have a job. The person who knows "why" will always be his boss

The biggest learning during my tenure as a captain was that, a lot of time, I used to think that this is common sense. But no, there is nothing called common sense.

Leaders listen. Staggeringly well.

I'm playing for the Red Sox, and I don't think there's anybody out here who's going to intentionally hurt you. So you listen to information, and you kind of filter what you like and take out what you don't.

Engineers have shown to embody a tremendous amount of leadership skills through the collaborative educational environment.

Listen to clients, employees, and peers and stay open to their ideas, feedback, and answers. Doing so is vital to the success of any leader.

I'm very confident with who I am and how I lead, and I'm a problem solver and like to keep myself on my toes.

You're able to see situations over and over again and just become comfortable in different decision-making situations. I think that comes with experience.

By playing at Chess then, we may learn: First: Foresight... Second: Circumspection... Third: Caution...And lastly, we learn by Chess the habit of not being discouraged by present bad appearances in the state of our affairs, the habit of hoping for a favorable chance, and that of persevering in the secrets of resources