Vladimir Putin Quotes

It is easy to say that something should be done. However to say what, when and how is more difficult.

The most important rule of bureaucracy is never be wrong and alone.

I'm certainly hoping that all the recommendations that we have heard will be implemented.

In the military, as in any organization, giving the order might be the easiest part. Execution is the real game.

Once you articulate an agenda, you have to follow it.

Government will no longer be run on the whims of individuals.

Effective leadership is putting first things first. Effective management is discipline, carrying it out.

Whatever policy we adopt, there must be an energetic prosecution of it.

Guidelines for bureaucrats: (1) When in charge, ponder. (2) When in trouble, delegate. (3) When in doubt, mumble.

Once something is agreed upon, it should be followed.

There's a big difference between saying you are for something and saying how you're going to achieve it.

It's one thing to make the speeches. It's another to make the tough decisions.

Be decisive even when confused – especially when confused.

Vision without execution is hallucination.

We inspector generals have the power of the pen, the power to persuade. But we do not have the authority to implement our recommendations or prosecute wrong-doing.

The times demand not a man bearing promises of new things, but a man who can finish the things begun...

The Way of an enlightened ruler is to make it so that no minister may make a proposal and then fail to match it with actions and results.

As a mayor, my instinct is to really think about how to get something done and not to make the promise unless you have some view of the pathway. You don't have to have it all figured out, but you have to have a pathway there.

We have all the good policies, all right visions, but the problem is implementation. When we come out of national conference, we want those leaders we have chosen to be those who can implement policies.

Let's make it simple: Government control means uniformity, regulation, fees, inspection, and yes, compliance.

You've got to demonstrate you're capable of developing policies but, more importantly, you're capable of implementing them.

Some people are really good at the visionary role. They're like third grade teachers who tell people the vision and values over and over and over until they get it right, right, right. But they're not implementers. If they're good leaders, they gather people around them who can take the implementation role and move it forward.

In government, things do not move too quick. That is why I am trying to introduce a new culture: so that things move more quickly.

First of all, you've got to have a vision of 'What kind of program do I want to have?' Then you've got to have a plan to implement it. Then you've got to set the example that you want, develop the principles and values that are important, and get people to buy into it.

Leaders tend to focus on 'what to do,' but the real issue is more often 'how to do it.'