Kevin Rollins Quotes

The biggest part of my job now is to quickly develop successors, and around the world I am working to develop new business leaders in the company.

There would not be enough talent that's educated, developed and ready to take on the next leadership challenge, and it would cap our growth. Now we've put programs in place not to have that happen, but that could be a weakness.

I really do believe in succession building and giving people experience for future leadership.

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.

I start with people's growth, my own growth included. I don't start with the company's strategy or products. I start with people's growth because I believe that if the people who are running and participating in a company grow, then the company's growth will in many respects take care of itself.

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.

A nation needs to know how to utilise talent.

There is a human capital crisis in the federal government. Not only are we losing the decades of talent as civil servants retire, we are not doing enough to develop and nurture the next generation of public servants.

The healthiest companies are always characterized by organic talent development.

Most corporations have human-resources processes that involve discussions with your manager, performance evaluations, calibrations for performance and potential succession planning.

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.

The lesson is that, No. 1, this management has to be at the highest class possible. No. 2, they have to have a succession plan.

If longevity is the best index to measure a company, a basic requirement is the ability of the corporation to generate new and new leaders.

What is Oracle? It's people. We rely on our HR department to build this organization, to help find those people, to help grow those people.

Our industry has invested so much money in technology that perhaps it's time to invest in talent, in people.

One of the things we often miss in succession planning is that it should be gradual and thoughtful, with lots of sharing of information and knowledge and perspective, so that it's almost a non-event when it happens.

A great advantage of a large corporation is supposed to be the large pool of talent in which its leaders can find and groom high achievers and successors.

Most writing staffs have this crazy high turnover, and then everyone's really miserable, and I don't understand that. I don't know why you don't grow people to then be able to take over as you. That's how I can have more shows.

I have a good eye for talent, and my talent performs the best.

There are times when we have to add resources to Apple, grow talent to do something that we weren't able to do before.

As leaders, we've all seen the painful effects of team members not keeping pace with company growth - it's called up-leveling, and it's all too common when a company goes from zero to something to hopefully an IPO.

Successful business leaders who have helped build institutions of lasting value - all are committed to talent and a culture of excellence. This is usually accomplished by the identification, retention, and development of great people.

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.

Strong succession planning is a critical element of all the Johnson enterprises.