Peter Schiff Quotes

These companies know that at their current size they're not going to be big enough to have the necessary capital, and they don't have enough spectrum to get to the third generation.

The issues of wireless versus wireline gets very messy. And that's really an FCC issue, not a Google issue.

Seriously, we are in the midst of the convergence of voice and data and that is challenging the infrastructure of the telephone companies. There are huge commercial interests in the basic technology, but even more so in content delivery and control of content.

Wireless carriers certainly don't need the federal government's help.

Cellular companies don't innovate, they just buy more spectrum.

What you see happening right now with some of the consolidation is all about more spectrum and capital formation that give you the scale, scope and resources to invest in that 3G world.

The CEO's job is always about leadership. It's about leadership in a vision, in terms of where you're going, it's about making sure that you have the right organization and staff, and that you have kind of clearly communicated what some of the plays are and what some of the goals are in terms of the business and how do you organize together in order to make that happen.

Good thinkers are always in demand. A person who knows how may always have a job, but the person who knows why will always be his boss.

Frank Lampard has a vision for seeing things.

Leadership produces change. That is its primary function

...in the words of Max DePree: "Management has a lot to do with answers. But leadership is a function of questions. And the first question for a leader always is: 'Who do we intend to be?' Not 'What are we going to do?' but 'Who do we intend to be?'"

You can't lead from the crowd.

It remains true that great managers recognize individualities and focus on developing strengths rather than weaknesses. Great leaders, in sharp contrast, recognize what is (or could be) shared in common - a vision, a dream, a mission, whatever - and inspire others to join them in the given enterprise.

The difference between mere management and leadership is communication.

While I was in Montrose, the publishing checks went into the band's coffers. This was our management's decision; we were just financing ourselves on the road.

Leaders have followers, managers have employees. Managers make widgets, leaders make change.

A leader's most valuable asset is not their time but their energy and ability to energize others.

When somebody tells you he or she is leading something, a fair question is, "What is your vision?"

Leadership is different from management, but not for the reasons most people think.

Early on in your career, find someone better than yourself to run the business on a day-to-day basis. Remove yourself, maybe even from the building, and from the nitty-gritty. That way, you're going to be able to see the bigger picture and think of new areas to go into.

We are not trapped in what the science of management says we can do. We are capable of doing what the art of leadership says is possible.

It takes a leader to know a leader, grow a leader, and show a leader.

The best leaders are those who break that mission down into the organization's constituent parts, so that everybody understands their role and how it all builds into the whole.

For every great thing we did, there is a very public moment of falling on our faces. But everything that came through us as a band was a distinct vision of R.E.M.

Leadership is the art of accomplishing more than the science of management says is possible.