Connor McDavid Quotes

An employee who's one of hundreds, rather than one of a few, is unlikely to feel personally responsible for helping the organization adapt and change.

A critical question to ask when bringing in a new CEO to take the reins of a company you started is: Do you want someone who will maintain company culture or reinvent it?

I do think a founder has special permission to make sweeping changes across an organization.

You always have years when you go through transition and the side needs to be rebuilt. Or you have changes in terms of managers.

If the culture you have is radically different from an 'experiment and take-risk' culture, then you have a big change you going to have to make - and no little gimmicks are going to do it for you.

I am honored to be able to serve GM at this critical juncture and take part in its reinvention.

We do as much harm holding onto programs and people past their natural life span as we do when we employ massive organizational air strikes. However, destroying comes at the end of life's cycle, not as a first response.

Organizational changes to fix the problems usually create new vulnerabilities in the process of fixing the old ones.

There is nothing like proposals for intelligence reform to activate the anti-bodies of the affected agencies.

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

In any merger, the biggest challenge is always integration of human resources because the people who are coming in have a lot of apprehension.

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

When a change in how some element of one's business is conducted becomes an order of magnitude larger than what that business is accustomed to, then all bets are off.

The NRA was run like an old-time club when I took over. We were in the red and getting cut off from our membership.

Change is a process which has to be managed.

If you give the boss all the decision-making power, they see the world through their eyes. The big innovations are generally such a shift that they won't see it. For a long time, it looked like it was just inevitable that you would get slow and bureaucratic.

A well-run organization turns over 10% of their organizations, including senior leadership. I don't have the heart to do that.

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

What I've looked to do is try and become a change agent for good, to create the behavioral changes, the cultural changes to really embrace urgency, adopt a higher tolerance to risk, and just encourage people to make decisions.

I think there are always growing pains with teams.

Most of the clubs I have had, they have been in a precarious situation when I have taken over and I have had to change it, even going back to Scarborough and all that.

I don't see my season with Dortmund negatively. There were some real problems there in the dressing room and they were going through a generation change.

If we're going to change leadership, we need to do it in a very systematic and organized way.

People shouldn't underplay what the breaking up of a team does in every department.

Niko Kovac had to understand the system inside Bayern, to realise that this is a very different club to Eintracht Frankfurt, where he was before.