Todd English Quotes

Many Chinese companies are run like military camps with military discipline. We do not run a company that way. It does not help the creative process.

If you pick the right people and give them the opportunity to spread their wings and put compensation as a carrier behind it you almost don't have to manage them.

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.

The healthiest companies are always characterized by organic talent development.

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.

Our company has to be a company that enables its people.

I hadn't really worked in an office before Shutterstock, so I didn't have the experience of building a culture, nor did I understand how important that is for attracting and retaining the best talent.

Running businesses of all sizes and stages, I've seen the challenges companies face in trying to identify, attract, and retain talent.

You obviously have to build a culture, a foundation. You must build the right talent however you do it. Then you have to build the systems and the habits.

If you want to build a sustainable culture, you have to have a strong philosophy and then let people do with it what they will and be OK with that.

If you hire great people, and they're all self-motivated, then you can get by without a lot of structure.

The task of the leaders must be to provide or create for them a strong framework within which they can learn, work hard, be productive and be rewarded accordingly. And this is not easy to achieve.

The cool part about working for Disney is that they've allowed me to be a change agent.

As for whether I am a 'new age guru', I am not at all. I help companies build employees who lead without a title and become high performers.

Start with good people, lay out the rules, communicate with your employees, motivate them and reward them. If you do all those things effectively, you can't miss.

Whenever the boss has 'fun' activities, there's got to be a parable or a lesson. Employees feel like they're supposed to be taking notes.

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 try to get the most out of the talent. Make 'em work and let 'em play.

People ask me what's the most important function when you're starting an organization or setting up the kind of culture and values that are going to endure. The discipline I believe so strongly in is H.R., and its the last discipline that gets funded.

Star performers are my favorite to manage and lead. Star performers are critical to any organization, and the key is how can you capture their heart-share and their mind-share when they're on this fast track.

HBO is really famous for hiring good people and staying out of their way until they ask for help, or need it. And that reputation is earned.

My gift, if I have one, is choosing terrific talent and providing the atmosphere for them to do their best work.

Panda - We're not really selling Chinese food, you know. Our real purpose is about developing people.

I love the ability to work with very good managers, and to provide the right incentives for them, and truly become a partner with that management, and make that management take a long view.

About half the people at Valve have run their own companies, so they always have the option not just to take a job at another game company, but to go start their own company. The question you always have to answer is, 'How are we making these people more valuable than they would be elsewhere?'