Jeff Van Gundy 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.

A company is only as good as the people it keeps.

The healthiest companies are always characterized by organic talent development.

The corporate world is appallingly bad at capitalizing on the strengths of its people.

Somehow, the company must stay true to the founding vision while avoiding the pitfalls of rapid growth - and perhaps survive the hiring of a previously successful executive who doesn't work out.

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

Strong succession planning is a critical element of all the Johnson enterprises.

I think United always had a plan for me. They nurtured me.

It's the same for any team... you have to keep your best players.

I am somewhat surprised to have employees.

Whenever someone leaves, the next person that gets pulled in is somebody with similar values.

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

People ask me what's the most important function when you're starting an organization or setting up the kind of culture and values that are going to endure. The discipline I believe so strongly in is H.R., and its the last discipline that gets funded.

The lesson is that, No. 1, this management has to be at the highest class possible. No. 2, they have to have a succession plan.

People really are our most important resource, and people who don't realize that and choose not to live that way, choose not to lead that way, are paying a price for that in many of our companies, many of our organizations.

I have coaching friends, and when we get together, we often talk more about what we're doing to get players' attention than we do about the fascinating X's and O's of our sport.

After 'Psychonauts,' we could have laid off half our team so that we'd have more money and time to sign 'Brutal Legend.' But doing so would have meant breaking up a team that had just learned how to work well together. And what message would that have sent to our employees? It would say that we're not loyal to them, and that we don't care.

Your workforce is your most valuable asset. The knowledge and skills they have represent the fuel that drives the engine of business - and you can leverage that knowledge.

The development of our human resources is an area in which we need to do well as it is decisive in determining the success of our diversification programme.

One simple way to keep organizations from becoming cancerous might be to rotate all jobs on a regular, frequent and mandatory basis, including the leadership positions.

There would not be enough talent that's educated, developed and ready to take on the next leadership challenge, and it would cap our growth. Now we've put programs in place not to have that happen, but that could be a weakness.

As much as we think of performance management as numeric and thus perfectly quantifiable, it is as much a product of context and social science as the products we design and develop.

Since most startups operate at a break-neck pace, with a concept to prove or a product to launch within a rapidly shortening runway of financing, company culture often gets shoved aside. This is a big, big mistake: Nobody serious about their business should put culture in the corner.

We have a training period; we have certain guidelines and structure. You can't hire talented people and stifle them. That's not the way it works anymore.

Why do I need succession planning? I'm very alert, I'm very vibrant. I have no intention to retire.