Rebecca MacKinnon Quotes

The colonel replied that he didn't care how my men had got the job done. He was happy that it had been accomplished. He said that, obviously, no matter how much or how little I knew technically, I was able to get the best out of people I worked with.

And, I think that is actually appropriate because I'm really not the world's best programmer, I think it's a good thing that I'm not touching the code.

I look like a geeky hacker, but I don't know anything about computers.

I think one of my strengths is that I can always take advice, and I can delegate. I know a lot of people feel the need to do everything themselves, but I am not one of them.

I worked in information technology and academia for a long time and met many people who were better with things and ideas than with people.

Computer programming has been traditionally seen as something that is beyond most people - it's only for a special group with technical expertise and experience. We have developed 'Scratch' as a new type of programming language, which is much more accessible.

The top players talk more now, and we have more meetings. We're just trying to get things better. But we still need somebody who could make a difference.

Managers are the most creative people in the world.

I was around computers from birth; we had one of the first Macs, which came out shortly before I was born, and my dad ran a company that wrote computer operating systems. I don't think I have any particular technical skills; I just got a really large head start.

Your kids are going to do well in the workplace of the future if they can bring creativity, if they can bring some innovation, if they can bring some entrepreneurialism.

You need the right people to kind of help make these things real.

Computer programming is pretty much guaranteed income. I'm good at it, and I like it.

Our managers need to have a strong integration of managerial skills and technical understanding. One cannot substitute for the other.

Acting requires emotional flexibility and demands, and directing is more cerebral and managerial and a tactical kind of thing.

What I'm trying to do is teach people how to actually get individuals in organizations to do the kinds of things to make a difference. It starts with not just studying the mechanics but really understanding how people operate.

Candidates need to demonstrate strategic thinking and strong problem solving skills. And, just as importantly, they need to know when and how to ask for help.

Girls Who Code doesn't exist solely to discover the next great female technology icon, although that would be great! In addition to coding, the girls at our program learn to pitch ideas and products, present themselves professionally, and interact with colleagues at every level of a company.

A great team relies on its leaders and they have to make a difference at key moments.

Good leaders, good team players, know how to make the most of everything.

Theoretically, I have no business starting an organization called Girls Who Code, because I don't code.

Teams know what I bring to the table.

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

Engineers have shown to embody a tremendous amount of leadership skills through the collaborative educational environment.

I've seen Coach Saban over the years have to make a lot of tough decisions, and there's not one decision he doesn't make that he doesn't bounce ideas off the staff. To me, that's invaluable.

It does make it very clear, you know, what can happen if you do have... the right people, the right skill mix, that are trained and they're assembled in this team and they work together under the right leadership. You know, what a miracle can happen. And that's what was the case of Apollo 13.