Ricky Stenhouse Jr. Quotes

The saying in business is that, 'You hire for skills and you fire for behavior.' And one would argue that in order to move up in career, to be promoted, to take on additional responsibility, in many ways that's linked more to the attitudes and behaviors that you carry rather than what you know technically about a given subject.

At AT&T, I learned an awful lot about people, and how important it is to have the right people in the right jobs. And when I say 'right people,' I'm not talking about their college degree or work history; I'm talking about things like bearing - How does this person interact with other people? Can he or she talk to you and not tick you off?

Coming in, you're so concerned about learning your job and the things you need to do to be successful individually. Once that's good, you can start to focus on learning guys around you and learning defenses and what they're trying to do to you.

We've navigated a lot of change at Campbell's. The best thing for me to be able to do is to discuss that change with people.

As far as I'm concerned, I enjoy what I do, I enjoy the competition, working with a group of people to get the best out of them.

Every film you work on is different, and that's part of what it's like for anybody who works on a film, is to learn how to work with others. Learn from top to bottom. Actors have to learn how to work with the director and the director has to learn how to work with actors, and that's not just those two departments.

You can lead a team in a lot of different ways. It can be talking to somebody who is down or, during the course of a game, looking to penetrate and then dropping the ball off to someone else for an easy bucket.

I'm a hard worker. I'm a people person.

I was a baseball player, I taught baseball, and all of a sudden I was in the business world. Now I used the baseball world to talk about their product. Not too much, just enough to keep going. Just be yourself and you'll never have a problem. That's what I did.

As a leader, these attributes - confidence, perseverance, work ethic and good sense - are all things I look for in people. I also try to lead by example and create an environment where good questions and good ideas can come from anyone.

By doing, you become employable. It doesn't matter what the job is; by working, you learn new things, meet new people and are exposed to new ideas.

In Boston I got to a point where I thought I was putting out fires more than being a baseball coach. And some of it was my fault. I was getting stubborn. My fuse was a little shorter than it needed to be. And that helps nobody.

Good leadership consists of showing average people how to do the work of superior people.

Dad often told me, 'My job is to help my boss do his job and make him look good.' That was my dad's objective. Everything about the way he conducted himself was to communicate support for his superiors and respect for his coworkers. The way he dressed was his starting point in that communication.

I think management is about just that - managing people via man-to-man skills.

Throughout my career, I was blessed with great teams and great teammates.

Exceptional employees don't possess God-given personality traits; they rely on simple, everyday EQ skills that anyone can incorporate into their repertoire.

Snake has been everything to me. Look at where I was when I started with the company in 1988 and where I'm at now. I mean, he's shown me just about everything on and off the race track.

I don't even know what a traditional producer is or does. I feel like the job is like being a coach, building good work habits and building trust. You want to get to a point where you can say anything and talk about anything. There needs to be a real connection.

I've been really lucky with the people that I've gotten to work with. I learn a lot from them, just by watching them.

It took me a while to learn that certain people may have important skills that are not always blazingly apparent. Gradually I came to realize - slow as I may have been - that what mattered was performance, that sometimes people might have to be helped to develop, and that it takes all kinds to make an organization run properly.

Certain people are just saying, 'Look, I'm a businessperson and I have to run a business effectively and I want people who are going to do the job, who have the training and the education and the personality traits - the soft skills.'

Our managers need to have a strong integration of managerial skills and technical understanding. One cannot substitute for the other.

You can't make a manager have a coach he doesn't want. I can't make the head of the accounting department work with someone he doesn't want.

Being a good listener is absolutely critical to being a good leader; you have to listen to the people who are on the front line.