Jim Irsay Quotes

You'd like to transition with continuity, have people in your own organization rise up and continue forward, whether in coaching or personnel or players.

Fidelity does have a succession plan in place to ensure a smooth transition.

I don't care what sport you're talking about. What you see with great franchises is structure - a structure that doesn't just take you from year to year, but day to day.

I walked in and inherited a management group that I didn't know very well. They didn't know me, and we had a very short window to put together a credible recovery plan.

There's always room for improvement. We have a nucleus that's pretty good. You want players that will help.

There has been only one manager, and his name is John McGraw.

I want to leave this company in the best possible shape.

If you own a football club, you have to be really involved and committed.

All companies of any size have to continue to push to make sure you get the right leaders, the right team, the right people to be fast acting, and fast moving in the marketplace. We've got great leaders, and we continue to attract and promote great new leaders.

Now, would we like to have that super quarterback? Absolutely. And if we have the opportunity to get that person or develop that person, that's what we'll do.

CEOs resign when the internal dynamics of the company and the external dynamics of the company actually come together to say it is appropriate. When the internal dynamics ask you whether you have a replacement. I think the transition from CEOships have also become cartoonish.

There's always, I guess, a philosophy that if you come in, you want to change all the parts, you want to change everything over. I've always tried to preach that consistency and continuity are very, very important. So if I know the baseball people, and I know they're competent and could do the job, I don't see any reason to replace them.

In the normal process of evaluating the end of the season, I meet with key executives for thorough discussions and evaluations of all aspects of football operations.

A great advantage of a large corporation is supposed to be the large pool of talent in which its leaders can find and groom high achievers and successors.

The military cannot be indifferent to its succession.

As a company grows from 25 to 50 to 100 to 200 to 500 to 1000 people, the characteristics of who is the very best talent in leadership roles will change. It's rarely the case that your leadership team at 1000 people is the same leadership team you had a 25 people.

I think we're ready for succession. We just must try to do it right.

I've enjoyed being a baseball owner more because I've enjoyed owners being allowed to participate.

When you don't have the deepest pockets, you better have the best scouting and development.

I thought that the Bulls were an undermanaged, under-operated team and that it could be a very successful franchise if run properly.

You always have years when you go through transition and the side needs to be rebuilt. Or you have changes in terms of managers.

I got a job as a football development manager which meant I could coach the students and work with the sports sciences department, all the people in university sector.

When you become a head coach, you've played the game; you've coached the game. You have a great understanding of what happens at every level.

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

I think it is inevitable that I'll be coaching or be a GM.