Greg Daniels Quotes

We have a training period; we have certain guidelines and structure. You can't hire talented people and stifle them. That's not the way it works anymore.

In my career, there have been many things I am fortunate enough to be proud of. Yet one of the things I feel most strongly about is the culture we created during the ten years I was at Aetna, and its enduring impact.

No one gave me a recipe for how to create company culture. I wish I had had one.

A policy of knowing your replacement is one of the best ways to drive a growth culture. It anticipates and eliminates the most harmful politics in leadership for an expanding company and instantly sets the right tone for a high-talent, growth-mindset executive team.

There has been an intention since day one that it's as important to us that we build profits as much as we build a wonderful culture and a lasting legacy of a great company. We've created this inclusive environment that's very thoughtful in terms of how we can create allyship, how we create mentorship, and what kind of voices are heard.

Culture used to be viewed as the 'touchy-feely' side of business, but that's no longer the case. If you don't have a defined culture behind you, then you aren't going to be effective at executing your strategy.

When a culture is broken, the cracks show - morale is weakened, but so is profit and performance. That's why culture has to be at the core of any business transformation.

Managers have traditionally developed the skills in finance, planning, marketing and production techniques. Too often the relations with their people have been assigned a secondary role. This is too important a subject not to receive first-line attention. In this regard we could learn much from the Japanese. We must reinvest in the human side of management.

I hadn't really worked in an office before Shutterstock, so I didn't have the experience of building a culture, nor did I understand how important that is for attracting and retaining the best talent.

Companies used to be able to function with autocratic bosses. We don't live in that world anymore.

I think great bosses hire great people. 'A' people hire 'A' people, but 'B' people hire 'C' people; they're worried they might be shown up... they're concerned that that person might make them look bad.

Panda - We're not really selling Chinese food, you know. Our real purpose is about developing people.

I don't get emails from my corporate overlords.

I love the ability to work with very good managers, and to provide the right incentives for them, and truly become a partner with that management, and make that management take a long view.

I think in any organization you want your manager to have a strong opinion. You don't want them to just say, 'Yes, sir' to things they don't believe in.

You know, as most entrepreneurs do, that a company is only as good as its people. The hard part is actually building the team that will embody your company's culture and propel you forward.

I don't believe very much in corporate offices. I believe in leaders who are with their customers and their people.

Most businesses think that product is the most important thing, but without great leadership, mission and a team that deliver results at a high level, even the best product won't make a company successful.

Great companies in the way they work, start with great leaders.

If there are only three guys at the top of the organization handling things, it's the definition of a bankrupt company. In creating leaders without titles, we are going to have organizations with people at the helm putting forth their best.

You won't find a CEO who doesn't talk about a 'powerful culture' as a source of competitive advantage. At the same time, you'd be hard-pressed to find a CEO who has much of a clue about the strength of that culture.

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

If you pick the right people and give them the opportunity to spread their wings and put compensation as a carrier behind it you almost don't have to manage them.

None of us are naïve enough to believe that moving around boxes on organization charts will change behavior. You have to change culture.

Culture is what happens when the CEO isn't in the room.