Strategic Hiring Quotes

Recognize the skills and traits you don't possess, and hire the people who have them.

I hire people who can do their jobs and who will advise me of things they don't agree with. The worst thing you can do is get in a room with 14 people who say, "OK!" Then you really are making decisions about engineering and finance and other areas.

People are not your most important asset....the right people are.

The first thing you always do is seek out the best people that you can find for your organization. If you find the best people, you can basically go anywhere you want to go because they will take you there.

I think I have a good eye for talent. I think I'm smart enough to figure out what the mission is and achieve it. I achieve it by hiring good people.

What I learned at Miramax is that if you see where extraordinary creative talent can be brought into the family, move quickly, because if you don't, someone else will.

If we get the right people in the right job we've won the game.

You go for the best talent available, wherever it is. You fish it out. That's how I've scouted all my career. Doesn't matter where it is - international, domestic, college, anywhere.

It's counterintuitive to take a long time to hire someone, but it will save you enormous amounts of time and money later. Our biggest mistakes in hiring stem from speed.

The smartest thing I ever did was to hire my weakness.

... you can think about that for everyone you hire: will I bet the future of this company on this single hire? And that's a tough bar.

We need to make sure we have the best people we can in our operations, and that is a constant challenge. There is always room to improve.

Our goal is to leverage what is already out in the field in terms of partners, but then hire in project management capability and a bit of technical capability.

Don't be afraid of developing a contrarian viewpoint on what type of person is perfect for your company as CTO and how you're going to find that person.

I love picking people. I started Blackstone, and we had no people, and now we have with our portfolio companies about 750,000 people all over the world. Everybody who is at a senior level has ultimately been picked by me.

You'll have to hire people to expand your business. But it's a good discipline to really question if you need each and every hire.

I think I've been really good at surrounding myself with really talented people. I've picked the right coattails to ride on.

Stay externally focused - on your customers - and focus internally when you have to hire.

It's this concept of 'just fill up a building of smart people.' It sounds so basic, but honestly it might just be the secret behind Shopify's success. We just do that and get out of the way.

I spend a lot of time building teams at both businesses - both The Trump Organization and my own - and thinking about who to hire to supplement the team and allow us to best achieve our goals.

Get the right people. Then no matter what all else you might do wrong after that, the people will save you. That's what management is all about.

I know what I know and I also know what I don't know, and I make sure I hire the right people who can teach me.

Entrepreneurs can benefit a lot from the right help and advice, and you can avoid costly mistakes. You can get incredible leverage in hiring people who wouldn't even talk to you if you have the right help. An investor isn't about money - it's about the help and advice you can get.

The Four Keys of Great Managers: When selecting someone, they select for talent ... not simply experience, intelligence or determination. When setting expectations, they define the right outcomes ... not the right steps. When motivating someone, they focus on strengths ... not on weaknesses. and When developing someone, they help him find the right fit ... not simply the next rung on the ladder.

An intelligent person hires people who are more intelligent than he is.