Justin Rosenstein Quotes

At the highest level, a discussion can be good sometimes to get everyone back on their toes.

Meetings are usually terrible, but they shouldn't be.

Teams are often pretty clear about what they can do or are willing to do.

You would not believe how much time people waste in a day. And how little time they put into things they genuinely love.

I try to compartmentalize as much as possible, and I have the most amazing team in the world. They really set up my time in a way that is completely efficient all the time.

Peace congresses often start by dealing with some of the less important questions in excessive detail, so at the end there is no time to discuss the most important problems.

I was the type of person that would show a PowerPoint presentation about why I should do something versus crying and screaming over it.

When you form a team, why do you try to form a team? Because teamwork builds trust and trust builds speed.

Nothing great can come of more than three people in a room. If you had 10 incredibly bright people, nothing would come out of it.

We wanted to enjoy what we were doing and we had business things we had to straighten out and personnel problems and it sort of took a little time to do it.

There are leaders vocally, and there are leaders by example. I think I'm starting to become better at being a leader vocally, just talking on the court.

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

Any committee that is the slightest use is composed of people who are too busy to want to sit on it for a second longer than they have to.

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

Joint committees are heat generators rather than light producers.

Whenever we had a serious question to decide, we had a conference with the groups involved.

Parenting is one of the best management training programs there is.

Most youth are lacking critical life skills that make them employable and, most importantly, able to keep a job - things like teamwork, decision-making, and time management.

On great teams - the kind where people trust each other, engage in open conflict, and then commit to decisions - team members have the courage and confidence to confront one another when they see something that isn't serving the team.

I don't really like to work with a large team and assistants, because then I lose so much time explaining things, which I don't like.

If you are trying to get people to work on a problem together, it's best if they don't know where you, as the supervisor/manager, stand on the question.

Collaborative decision-making is very poor in crises.

Management means, in the last analysis, the substitution of thought for brawn and muscle, of knowledge for folkways and superstition, and of cooperation for force. It means the substitution of responsibility for obedience to rank, and of authority of performance for the authority of rank.

If the term discussion has always seemed to me to imply mild warnings of wasted time, workshop sets off a clangorous alarm.

Rather than waste precious time arguing, I went up and started serving my "sentence" without delay. It was usually about an hour for epigrams; somewhat longer for a paradox.