A. James Clark Quotes

There are many elements to a campaign. Leadership is number one. Everything else is number two.

Society needs people who can manage projects in addition to handling individual tasks.

I am not the kind of designer who is racing to the finish line, so while collaborations are important for our growth, each and every one has to be strategic and well-timed with what we have going on internally.

In recent years, more and more of my time has become absorbed by administrative work for the research council of ETH-Z of which I am presently the president.

I see myself as a technical person who chose a great project and a great way of doing that project.

I put projects together. I put people together.

Currently, I am overseeing the construction of the new Trump Tower in Chicago. I am involved in meeting with the construction crews, architects and sales teams. I am learning a lot and working with some of the best in the business.

The key things I learned as a hospital administrator are to be organized, communicate, and be flexible.

I was not a project manager who was managing and executing the day-to-day operational work of building HealthCare.gov. I didn't have the kind of comprehensive, detailed, deep knowledge of that project that a manager would have.

Leadership means forming a team and working toward common objectives that are tied to time, metrics, and resources.

I'm actually developing a project so that I can have a lead.

While a lab director can get done the things that he regards as important, he has the more important job of bringing out the best ideas of the broader scientific community. I learned this early in my career while I was leading the construction of the SPEAR facility.

I've been in charge all my damn life, but executive producing is teamwork. You're involved with every aspect of the production, from casting to locations, everything.

I actually spent a lot of time reading about how professional managers work. And how people build bridges.

What you have to have is very smart, motivated, dedicated, and focused engineers and focus them on the right goal.

I am confident that I am capable of leading projects, which are even complex.

I am good at conceptualizing and building institutions.

I like to be the captain of my ship and be involved with everything from stage production, merch, art, and rollouts.

It's hard to do large, expensive projects without some sort of hierarchical structure where somebody can tell you - maybe softly, but at least tell you - what to do, or you have some supervision over you. Physicists like to be completely independent of each other. So that's a constant struggle. And it's a place that sometimes we get in trouble.

There is a common and persistent belief out there that entrepreneurship is about creativity - that it's about having a great idea. But it's not, really. Entrepreneurship isn't about creativity. It's about organization-building - which, in turn, is about people.

What I found over the years is the most important thing is for a team to come together over a compelling vision, a comprehensive strategy for achieving that vision, and then a relentless implementation plan.

The thing that helped me most when I started my own business was my experience as the president and PR director of student associations in college. Because of that I knew how to create and run an organization and how to really make things - even hard things - happen.

There has to be active, hands-on management in concert with the manager to lead the organization and make sure that the standards that we set for the organization as a whole are being lived up to.

One of the biggest reasons entrepreneurs don't succeed is because they have too many chiefs. You've got to bring in the right people to make the right decisions.

You need the management personnel who can help you out with various things. The captain can't be asked to get into every decision.