Jason Witten Quotes

Reorganization to me is shuffling boxes, moving boxes around. Transformation means that you're really fundamentally changing the way the organization thinks, the way it responds, the way it leads. It's a lot more than just playing with boxes.

If I can impact an executive and his or her team, I can help to change the culture of an organization.

Turning a culture around is very difficult to do because it's based on a series of many, many decisions, and the organization is framed by those decisions.

It all sounds almost silly, but the fact is that the only way to change a corporate culture is to just change it.

I recognize we will pay more attention when we have different leadership.

If you want to change the culture, you will have to start by changing the organization.

I think there's always an adjustment when somebody new is runnings things, from the top down.

Any time you have a change of leadership in an organization, everything kind of shifts.

Best to give Chief of Staff John Kelly a clean slate and the ability to build his own team.

Coaching changes are a part of football; they arrive ready to meet the goals they have been set, so you respect them and work with them like any other.

As part of any new leadership organization, you come in with a team. You come in to assess. You come in to rearrange.

You can't just can't simply replace head coaches and say, 'Now it's going to be better.'

A change in leadership is required to produce a change in outcomes.

To change a team you must change their comfort zone.

I think there are certain business matters which we must now conduct differently than we used to.

Because management deals mostly with the status quo and leadership deals mostly with change, in the next century we are going to have to try to become much more skilled at creating leaders.

The development of our human resources is an area in which we need to do well as it is decisive in determining the success of our diversification programme.

The biggest barriers to strategic renewal are almost always top management's unexamined beliefs.

At IBM, if we kept our same leadership for 36 years, we'd be bankrupt.

Often, organizations need bold, grand gestures to galvanize people towards a new mission or refocus their attention.

I'm fascinated by management and organizations: how organizations get things done and how successful organizations are built and maintained, how they evolve as they grow from start-ups to small companies to medium companies to big companies.

Put not your trust in new leaders, better systems, new organisations or regulatory reorganisation. They may well be good and necessary, but will to some degree fail.

You have a losing team, you change the coach.

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.

The first step in changing a culture, I believe, starts with the senior leadership team - and with the CEO.