Organizational Stability Quotes

Some faces may change in the top-heavy, bloated bureaucracy of Washington and all the state governments, but the bureaucracy will remain intact.

There has to be some certainty about who the leader is before the summer break.

Leaders need to be thinking constantly about what they're doing to create a basic sense of security and stability throughout an organization.

You can have a revolution wherever you like, except in a government office; even were the world to come to an end, you'd have to destroy the universe first and then government offices.

The minute you do any layoffs, you might as well lay off the whole joint because everybody forgets about the customer and worries about their job security.

I do not think I will die, but whether I do or not, the company will pursue the same policies.

So you represent Congress, what the fuck is that to the CIA. You’ll be gone in a few years and the CIA will still be here.

At a very basic level, people need to know that there is constancy in their jobs and, more broadly, in where the organization is headed.

A person's life is over in 50, 100 years. But a company lives on through the people it is composed of, and SoftBank group has to survive even after I'm gone.

The secret is to make sure the business is running to perfection, with or without me.

It is the job of leaders to eliminate uncertainty.

Unlike people, companies outlive their founders and their leaders.

A movement with some lasting organization is a lot less dramatic than a movement with a lot of demonstrations and a lot of marching and so forth. The more dramatic organization does catch attention quicker. Over the long haul, however, it's a lot more difficult to keep together because you're not building solid...A lasting organization is one in which people will continue to build, develop and move when you are not there.

I'd say she's get us both fired, but the I.S. doesn't let anyone go. Alive.

Managers come and go, and first-team coaches and players can leave suddenly.

Companies that change best over time know first and foremost what should not change.

You haven't seen a lot of turnover in my campaign. And the culture of my campaign is one in which I think everybody feels a great sense of ownership.

While the nominal strength of a country is represented by its numbers and resources, this muscular development is dependent on the state of its internal organs and nerve-system - upon its stability of control, morale, and supply.

Strong succession planning is a critical element of all the Johnson enterprises.

A strong player, which has the sufficient critical mass, can withhold pressure better and create a more stable environment that benefits shareholders as well as employees.

So if I die, somebody else from the corporation will take over the business.

Fear is a weakness. It makes a person lose her nerve and her cool. It makes people jumpy and organizations nervous, and when that happens, there is always a chance to take advantage.

But even at the height of these scandals, even at the time when our finances were at their worst, the NAACP branches - the grassroots - kept plugging away. They kept doing what they do, and they do it well.

We've had one of these before, when the dot-com bubble burst. What I told our company was that we were just going to invest our way through the downturn, that we weren't going to lay off people, that we'd taken a tremendous amount of effort to get them into Apple in the first place; the last thing we were going to do is lay them off.

I can say firsthand Under Armour is a values-based people company, and this hasn't deviated for any administration.