JEFF WEINER

It starts with vision, and the clarity of vision

Facebook is massive in scale and scope. Twitter is a public communication forum, but if I'm following you, you're not necessarily following me. LinkedIn is, simply, a professional network.

I've come to learn there is a virtuous cycle to transparency and a very vicious cycle of obfuscation.

Managers will tell people what to do, whereas leaders will inspire them to do it, and there are a few things that go into the ability to inspire.

Data really powers everything that we do.

Talent is our No.1 operating priority and our most important asset.

The important word there is inspire. The key difference between managers and leaders is that managers tell people what to do, while leaders inspire them to do it. Inspiration comes from three things: clarity of one's vision, courage of their conviction and the ability to effectively communicate both of those things.

In order to inspire people, that's going to have to come from somewhere deep inside of you.

LinkedIn is increasingly becoming a very strong place for companies to develop their talent plans, their recruitment plans, and so there are ways in which we can track some of the momentum there.

Going public for the sake of going public is not really an optimal thing. You're going public because as a company you believe it is the right thing to do and it will benefit the ability of the company to achieve its long-term objectives.

You have to maintain a culture of transformation and stay true to your values.

Managers will tell people what to do, whereas leaders will inspire them to do it, and there are a few things that go into the ability to inspire.

LinkedIn is increasingly becoming a very strong place for companies to develop their talent plans, their recruitment plans, and so there are ways in which we can track some of the momentum there.

I've come to learn there is a virtuous cycle to transparency and a very vicious cycle of obfuscation.

Prioritization sounds like such a simple thing, but true prioritization starts with a very difficult question to answer, especially at a company with a portfolio approach: If you could only do one thing, what would it be? And you can't rationalize the answer, and you can't attach the one thing to some other things. It's just the one thing.

In order to inspire people, that's going to have to come from somewhere deep inside of you.

You don't necessarily have to go public to get to the next level.

Facebook is massive in scale and scope. Twitter is a public communication forum, but if I'm following you, you're not necessarily following me. LinkedIn is, simply, a professional network.

Going public for the sake of going public is not really an optimal thing. You're going public because as a company you believe it is the right thing to do and it will benefit the ability of the company to achieve its long-term objectives.

It starts with vision, and the clarity of vision

Talent is our No.1 operating priority and our most important asset.

The important word there is inspire. The key difference between managers and leaders is that managers tell people what to do, while leaders inspire them to do it. Inspiration comes from three things: clarity of one's vision, courage of their conviction and the ability to effectively communicate both of those things.

Data really powers everything that we do.