Frances Hesselbein Quotes

And I'd say one of the great lessons I've learned over the past couple of decades, from a management perspective, is that really when you come down to it, it really is all about people and all about leadership.

Culture drives great results.

Microsoft's culture is very strong.

The right people don't care about a corner office - they care about the culture, if you're mission-driven, what you're going to do to make the world a better place.

I really want to institute a culture that has nothing to do with shots or minutes or anything like that. It starts with a foundation of service.

Just about anyone can make a good product, but it's the people that count. In the end, it's the employees who will take it from a kitchen-table idea to the next level. There are a lot of important things in business, but the people portion comes first.

The most important thing is culture.

You build a program; culture is what makes it go. You have to invest in that culture every single day, and that's my big-picture focus.

My belief is that a positive culture works best because people want to meet or exceed expectations, not demands.

Company culture is my number one priority. It's more important than the team, the product, the business model, or the investors. All of those things can be fixed and made better over time. But culture has to be established on Day 1.

The Accenture culture is the same worldwide.

Most of the time, when you need something at a company, you make it. If you want to sell a product, you create it. If you need a head of marketing, you hire one. If you want to create a great company culture, what do you do? The lack of a clear answer on this is why I believe most companies don't have a great culture.

Something as simple as transparency is really scalable because it quickly impacts the culture. And the culture is something everyone feels. If upper management is really transparent with everyone, that has this amplifying effect. Then you tend to attract players who operate that way, on the same wavelength, and coaches and fans.

The more seriously you take your growth, the more seriously your people will take you.

No matter the organization, the goal, or the mission, you've got to do it through people. It's been that way for me since my first command. I work to understand the people, their views and needs, and how tasks are being carried out.That interaction might cause me to modify my guidance or the way I delegate. It also affords me an opportunity to learn what goals people have and how as their boss I can facilitate their future in ways that not only help them, but also help the ship or the organization.

A leader enables people to love and honor the role they play in the organization or group they are part of

Morale in an organization does not mean that "people get along together"; the test is performance not conformance.

People have accused me of only working with good companies. No I don't. I work with some very dysfunctional companies or unbelievably dysfunctional organizations. The people that bring me in know what they're doing won't work for the future. They know they want to change and they want to change for the right reasons. They believe what I believe and that's why they called me.

Empowerment is what managers do to people. Engagement is what managers do with people.

It's not about money. It's about the people you have, how you're led, and how much you get it.

The Panda mission really speaks to our philosophy. It is, 'Deliver exceptional Asian dining experiences by building an organization where people are inspired to better their lives.' I'm talking about everyone who works at Panda. They're inspired to better their own lives.

Most management systems have to do with establishing trust and getting people to cooperate. They're not really about expertise or science.

Good leaders make people feel that they're at the very heart of things, not at the periphery.

I love being part of a company, and telling a story.

Start with good people, lay out the rules, communicate with your employees, motivate them and reward them. If you do all those things effectively, you can't miss.