Quotes About Management

The single biggest lesson I learned was when a hire isn't working out fire them fast. My biggest mistakes, and where I've seen the worst results, were when I gave someone too many chances, or let a situation drift on for too long because I couldn't bring myself to terminate it.

Often, the pressure of the business and fear of having an open position encourages us to hire people who are either not right for the job or not ready to take on the responsibility.

I think in general, people who aren't themselves entrepreneurs are often more risk averse. And I think you see this dynamic a lot with entrepreneurial people who lead a company, which is that they hire people who complement them.

That's the great thing about being a director. You have your list of things you have to worry about and things you don't have to worry about. If you can hire someone or cast someone who equates to not having to worry about, it's great!

If you are going to fire this person or hire that person, do it all in a concentrated period. The Band-Aid gets ripped off, and everybody goes back to work.

I can't figure out how you can hire a coach and tell him how you want him to play.

If you hire great people, and they're all self-motivated, then you can get by without a lot of structure.

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.

When you get successful, the money comes in and pretty soon you've got to hire an accountant, you've got to get up early, and then you've got a day job.

We should have coaches who can produce results and even if we need to hire them on contracts, we should do that.

I'm in a different position than most CEO's. I'm a founder. I'm not a hired CEO. Now, I can be fired by the board, but most CEO's are hired by the board.

Trump has hired people who have sabotaged him.

You know, if I've done anything right, it has been hiring the right people.

In the early days, start-ups make the main mistake of hiring people to do the work that they could do themselves.

I'm really good at hiring good people.

For me, Conte was a manager very difficult to work with. His philosophy, his way of dealing with things is very complicated. There were a few games... Sometimes we just don't understand. You're playing very well, then you get substituted. I do not understand.

If things don't go well, the manager is on his way because it's such a blow if you drop into the lower divisions.

Historically, Jose Mourinho is not a manager who chops and changes his team and he's not big on rotation.

Your role as a founder changes dramatically once your team hits 10, 20, 50, 100, and so on. Sometimes you forget how big you've grown and continue to act as if you're still 10 people.

Hold everybody accountable? Ridiculous!

I have learned lessons in America about how you go about things, and what I know is that you find the best people, empower them, give them the resources, and hold them accountable.

I hold head coaches accountable.

Do you know how many athletes go broke three years after they stop playing? I want to help them hold on to their money. I mean, I know about budgets.

STG is a combination of a holding company and a private equity model.