Paul Lieberstein Quotes

If you are going to fire this person or hire that person, do it all in a concentrated period. The Band-Aid gets ripped off, and everybody goes back to work.

I think that there is never an indispensable leader, you know? I think that there is a time with dignity that one needs to leave.

My feeling is unless they've somebody lined up and they are convinced he is going to be better than Brian, I think their decision has been made in haste.

If the team needs me to recruit somebody, I'll be here. I'll be doing that.

Managers live and die by their recruitment.

Recruiting is all about relationships, it's not really about the facilities or the schools involved.

Recruiting is not an exact science.

You'll have to hire people to expand your business. But it's a good discipline to really question if you need each and every hire.

On the king's gate the moss grew gray; The king came not. They call'd him dead; And made his eldest son, one day, Slave in his father's stead.

Think about the way most companies currently hire. You post a job and then get blind resumes in response. This should be a social experience.

I just want to work with the best people I can get my hands on.

Abby Johnson has agreed to become Chief Executive Officer of Fidelity, reflecting a further step forward in our leadership succession plan. Abby will retain her role of President, and I will continue to serve as Chairman of the Board.

I retire to make way for an abler man. In my four years as attorney general I have aged about ten years, but when I have get back to the practice of law, I hope to show those lawyers that I still have some vitality left.

I wanted a woman who had the body and the power of a real pilot. I interviewed hundreds of woman, but Jessica just seemed perfect for the part. I couldn't get her out of my head. I continued to bother her and she finally gave in.

I am tired, I would like to rest, it’s time for the country to be ruled by younger leaders.

Few strong leaders are enthusiastic about their successors.

I hope that soon after the next election, amongst them they will have decided, settled, and the leader will be ready to take over from me.

The sudden death of the leading man will cause change, making another man leader. Soon, but too late, the young man will attain high office. By land and sea, he will be feared.

I think we're ready for succession. We just must try to do it right.

It takes time, but I have a promising team of younger Ministers, and I am quite sure from amongst them, one leader will emerge.

If you're interested in the job and in the kind of work that's done, you have to have an interest in who's going to fill your shoes.

Who my successor is will be up to the board, not me.

CEOs can stay too long.

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

Deciding whether or not to bring in an outside CEO is one of the most gut-wrenching decisions that a founder will ever need to make.