Nothing is worse than the person in their 40s who says, 'I'm not going to learn this.' 'I don't carry an iPad.' That will label you and put you right in the corner. Some people do it as a badge of honor. I've seen them myself, they walk around bragging [about not knowing much about technology].
As a leader, you have no right to have any employee wonder how they fit in and where they are going.
Shareholder value is the result of you doing a great job, watching your share price go up, your shareholders win, and dividends increasing. What happens when you have increasing shareholder value? You're delivering better employees to their communities and they can give back. Communities are winning because employees are involved in mentoring and all these other things. Customers are winning because you're providing them new products.
If you get the best people on your team, you've got plenty of time to do the things you like to do and can add more value to.
Get the best player because whether it's soccer or whether it's anything else the team with the best players wins. So focus your energy on getting the best and getting rid of the weakest.
You never know how diverse your career can be. I think it's wonderful. My life has always been the next page, not the last page.
I don't think environmentalists have the slightest reason to be concerned about globalization because every time you move a plant to a new place you upgrade the neighborhood. You put in global standards. You put in modern plants. And all the plants around it get improved.
Globalization has taken a hit in that there is some sand in the gears because most of us have supply chains that are all over the world that we've had to lengthen.
No one is doing something in your business - getting a sale, having a key customer, working on an R&D project - doing anything that's more important than something you say is going to change the company.
Nobody is too important to lead the initiative you say is important.
I believe that in any initiative, you can't have a flavor of the month. When you believe something is profound in a company, you can not be a logical leader. You have to go to the lunatic fringe. There is no way that logic is what you need to change people.
Most organizations fail in driving change.
In every company, differentiation is never more important than it is in times of trouble, and that's the time when everyone tends to go to the well and equalize rather than differentiate.
The biggest opportunity for big companies has come by far in the digitization of internal processes.
When there's change, there's opportunity.
People aren't the same. Business is, in my opinion, all about the team that fields the best players. It's not about an idea. An idea goes away. Somebody catches up with it. It's not about a widget.
The idea of let's all share the pain equally, or let's freeze salaries altogether - it's ass-backwards. It's absolutely ass-backwards.
In difficult times your best must be hugged, loved, kissed, rewarded, paid - everything. And your worst must be the people that leave, because your best are going to take you to the next game.
I think every leader has an obligation - the absolute obligation - to treat everyone fairly. But they also have the obligation to treat everyone differently. Because people aren't all the same, and the last thing you ever want to do, in my opinion, is let the best in your organization be treated like the worst in your organization. It does nothing for your future.
Trying to get people to face reality and see the world the way it really is is an absolutely critical aspect of leadership, in my view.
Cash is king. Get every drop of cash you can get and hold onto it.
If we don't create private sector jobs and just - just creating public sector jobs, we're going nowhere. This is a bad game. You've got to have innovation. You've got to have tax policies that support innovation.
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