James L. Dolan Quotes

Candidates need to demonstrate strategic thinking and strong problem solving skills. And, just as importantly, they need to know when and how to ask for help.

Bad ballplayers make good managers.

Dad was an outstanding leader. He'd bring in top thinkers from a wide array of fields - how to fix the Detroit schools, for example. I watched him in these meetings. He listened and probed.

Some players are wonderful hitters of the ball, but they can't figure out ways to get out of trouble. Eighty percent of the time, there is a way. You just have to know how to look for it.

T-Lue is as bright as they come. He's incredible at making adjustments, holding guys accountable, relating.

Engineers have shown to embody a tremendous amount of leadership skills through the collaborative educational environment.

I've seen Coach Saban over the years have to make a lot of tough decisions, and there's not one decision he doesn't make that he doesn't bounce ideas off the staff. To me, that's invaluable.

Obviously everyone wants to play a certain way but when you get into certain moments you need someone to hold it up or if you are losing a game, go long.

A lot of people can score. What else can you do?

As a goalkeeper you need to be good at organising the people in front of you and motivating them. You need to see what's going on and react to the threats. Just like a good manager in business.

You can judge a leader by the size of the problem he tackles. Other people can cope with the waves, it's his job to watch the tide.

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.

I have a lot of common sense. I know what needs to be done and how to approach it. I have an ability to work with people on large enterprises.

If you're asked something on a movie set and you say 'I don't know,' you lose confidence in every department. What you need to say is 'I'll have that for you in five minutes.'

If I'm in my position at a company, I may not have the knowledge of the C.E.O., I may not know what's possible, or I may not have the creativity, but if I can identify a problem, that's a valuable thing.

I think the job of leadership is to expand what can be talked about and to get consensus on the nature of the problem, and that is most of the job. Because once you do that, once you have diagnosis, treatment options are obvious.

The manager asks how and when; the leader asks what and why.

You know, quarterbacks, I think greatness in quarterbacks is taking what you've got, whether it's a great team, a good team, or a struggling team and make them better.

Well, the first quality of being a good leader is you have to be able to follow. See, a good leader can't just be the leader all the time, I have to be able to follow.

I haven't had vast amounts of ministerial experience - in fact, none at all. But I do have a lot of experience of people.

We need a president with tremendous intelligence, smarts, cunning, strength and stamina.

The experience of learning how to get straight to the core of a problem proved to be of immense value later when I had a long succession of responsibilities in large, complex government departments.

Management teams aren't good at asking questions. In business school, we train them to be good at giving answers.

I've always been a leader. Every team I've played on, I've led my way.

Great CEOs are not just born with shiny hair and a tie.