Margo Georgiadis Quotes

One of the things Mr. Kennedy taught me was that in laying out a new project, you shouldn't try to cope with every little problem.

Strategy requires thought, tactics require observation.

I encourage active skepticism - when people are being skeptical because they're trying to identify the best course of action. They're trying to identify the next step for themselves or other people.

Most business problems, you will have an intuitive idea on what to do.

You need to decide what problems, what opportunities, what projects you're going to work on.

I'm not the world's best philosopher. But I am one of the world's best strategists. I will put my strategic abilities against anybody on Earth.

One skill of a great entrepreneur is to get a whole complicated discussion and then say, 'We're going to do this one and we're only going to do this one'. Managers are good at prioritizing. Entrepreneurs know what is the one thing.

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.

I like to study the question or the problem or the opportunity in hand, work with the team to come with the right answer, make a decision, and act upon it. Some people have said that, actually, today they pretty much like their bankers dull.

Effective management always means asking the right question.

I think an important lesson from the game is that once you have made a move, you cannot take it back. You really have to measure your decisions. You think a lot. You evaluate your choices very carefully. There's never any guarantee about what's going to follow once you have made a decision.

Policymakers have to make judgments based on the best intelligence they get.

One of the tests of leadership is the ability to recognize a problem before it becomes an emergency.

Leading is not hypothetical debating; it's about solving real problems.

I must analyze, from what I do now, what will be the impact two or three or five years in the future. What is the statement I want to make?

There are a couple of projects that are sort of on the plate; I haven't closed any of them yet. I'm trying to figure out which one is going to be the best one for me.

I wait and take on projects that I think can work.

I tremendously enjoy getting involved in a troubled situation and straightening it out... My interest would be if there was a situation that came up, and I thought I could do something with and the price was right, I would be interested.

The advice I tell students is to think about the big problems. I mean, work on anything you can work on where you can make progress. But always keep in mind the big problems.

It’s not the man; it’s the plan.

Good plans shape good decisions. That's why good planning helps to make elusive dreams come true.

In order to have your short term policies accepted, you have to have your long term policies understood.

At the end of the day, leaders have to come up with pragmatic solutions that work

Two types of choices seem to me to have been crucial in tipping their outcomes towards success or failure: long-term planning, and willingness to reconsider core values.

You need a different checklist and different mental models for different companies.