The kind of people I look for to fill top management spots are the eager beavers, the mavericks. These are the guys who try to do more than they're expected to do - they always reach.
Time is what we want most, but what we use worst.
One of the things I've had the advantage of, growing up and being close to the top management of this company and other companies for most of my life, is seeing how CEOs start to believe in their own infallibility. And that really scares me.
If you pick the right people and give them the opportunity to spread their wings and put compensation as a carrier behind it you almost don't have to manage them.
Managing innovation will increasingly become a challenge to management, and especially to top management, and a touchstone of its competence.
Hire people who are better than you are, then leave them to get on with it. Look for people who will aim for the remarkable, who will not settle for the routine.
To win in the marketplace you must first win in the workplace.
Good management is the art of making problems so interesting and their solutions so constructive that everyone wants to get to work and deal with them.
It is most important that top management be quality-minded. In the absence of sincere manifestation of interest at the top, little will happen below.
Unlike top management at Enron, exemplary leaders reward dissent. They encourage it. They understand that, whatever momentary discomfort they experience as a result of being told they might be wrong, it is more than offset by the fact that the information will help them make better decisions.
If you can't describe what you are doing as a process, you don't know what you're doing.
In reality, that was going to be very messy from an antitrust standpoint and meet a lot of resistance from the top management at Hasbro. That was a whole different story.
The worker is not the problem. The problem is at the top! Management!
