Joe Lonsdale Quotes

My gift, if I have one, is choosing terrific talent and providing the atmosphere for them to do their best work.

Successful business leaders who have helped build institutions of lasting value - all are committed to talent and a culture of excellence. This is usually accomplished by the identification, retention, and development of great people.

One of the challenges of having exceptionally high quality talent is that they're constantly restless, and they're constantly on the lookout for opportunities.

SK will evolve and develop based on its corporate culture and human resources.

If you can help an employee get to that extra level of skill, you have a great executive.

Most corporations have human-resources processes that involve discussions with your manager, performance evaluations, calibrations for performance and potential succession planning.

You have got to attract the brightest and the best, but the brightest and best won't stay unless they see real career options.

As a designer, design director or any creative person, you have to hire great people, support them and make them feel comfortable so they can contribute and give you their best.

Talent is the No. 1 priority for a CEO. You think it's about vision and strategy, but you have to get the right people first.

You know, as most entrepreneurs do, that a company is only as good as its people. The hard part is actually building the team that will embody your company's culture and propel you forward.

I've said I will be CEO as long as my colleagues want me.

Every time a new CEO came, I got a promotion till I was made CEO myself.

Someone asked me about what's it like managing 2.2 million associates, and I said, 'When they're Wal-Mart associates, it's not all that hard because of the quality and the depth of our talent.' I'm really proud of the fact that 70% of the managers in the U.S. started as hourly associates with our company.

Hire the best people, and trust what you hired them to do.

I've trained my people in mentoring entrepreneurs and made myself obsolete.

I don't run restaurants that are out of control. We are about establishing phenomenal footholdings with talent.

Not everybody is created equal, and it's important for companies to identify those high potentials and treat them differently, accelerate their development and pay them more. That process is so incredibly important to developing first-class leadership in a company.

I like having young assistants in my office; they have energy, and I spend time with them to make sure they understand what we're doing. By investing in them, I'm investing in the magazine. All over 'Vogue,' 'Teen Vogue,' and 'Men's Vogue,' there are people who have been through not only my office but also many other offices at 'Vogue.'

I meet so many business women who shy away from the limelight or hesitate to put themselves forward for promotion, despite the fact they are brilliant at their jobs.

A great leader should make it clear to her team members that as a matter of culture, her job is to replace herself. A new hire should know from the outset that she will ultimately have to bring in new talent to replace herself so that she can personally better herself and achieve loftier goals.

The most important ingredient for the success of any company is the quality of its people, starting with its leadership team.

I think that's the responsibility of the CEO and the CEOs below me: to make sure that we're constantly putting people in places where they have the opportunity to develop into those careers but also having a rewards and recognition system that allows a great programmer to stay as a great programmer.

I'm proud that I've been able to attract an incredible team to work with me.

The job at Everton was so good. I worked for a great chairman, great people at the club.

Our philosophy is to attract top talent and incentivise them to succeed. We have some of the top talent in the entire industry.