Chris Liddell Quotes

Twenty-eight years in business and you understand the importance of problem solving and the importance of efficiency, because if you don't become efficient, you don't run a business well, and you are out of business. And I think some of those principles could be applied to leadership in Washington.

I think if you want to be a successful president or a manager of a team, you need to understand what the business is all about because you have to deal with the business side of the game to be able to do what you need to do.

I think you need a really strong businessperson running the state, a person who's used to turning negatives into positives, which is what happens in business.

Over the time that I followed Warren Buffett, one CFO told me, it's very important to pay attention not only to what Warren Buffett says and what he actually does - often there are subtle differences between the two.

I have a good eye for great projects, talent, and entrepreneurs.

To succeed in business, to reach the top, an individual must know all it is possible to know about that business.

What do you need to succeed in business? You need the ability to think critically and communicate, and those things you can get just as easily out of a philosophy degree.

Nobody knows how to be a CEO. It's something you have to learn. It's a very lonely job.

I know how to make decisions, and I know how to lead.

Part of the job of being a producer is the Vulcan mind meld, where you listen not to what they're saying but what they mean.

We Deols think from the heart. We lack business acumen.

My father and I talked every day. He coached me on how to cold-call companies I wanted in our portfolio, how to network at public events, to cultivate senior journalists at important outlets, and how to run a profitable P&L. But, more or less, he allowed me to make my own mistakes.

The best advice for a first time CEO is make sure you have built a strong technical founding team, and then launch!

I've been able to not only be a fighter, but a thinking fighter, where I can use my insight into the business and politics of the sport to make my decisions.

To be the best CEO you can be, you have to be passionate about the business you're running. And I have true passion for the financial markets and the financial industry.

To be a dean, you have to be a salesman as well as a scholar.

One of the degrees I have is in business, and I was a healthcare administrator that ran a 365-bed skilled nursing facility for years and generated several million dollars a year profit for them. So I have a background in business.

By reading, you learn through others' experiences, generally, a better way to do business, especially in our line of work where the consequences of incompetence are so final for young men.

The only thing I don't think people don't understand about good leaders is that they're both good and lucky. A lot of it is timing.

Poker is about understanding human behavior and managing emotions - yours and the other guy's. That's huge in poker, and it's huge in business.

That is what a good manager does - you study and think and discuss, and you come up with a model of playing.

One of many strengths that I often see in successful women on Wall Street is a responsible balance between risk taking and risk mitigation - the ability to assess situations smartly and make the right medium-to-long-term decisions without being lured into reckless, short-term profit-taking.

I've learned a lot about business from snowboarding: how companies run, how the game works.

I think I have a pretty decent business savvy, when I give myself room to.

If you are a manager with a new owner who has more ideas than knowledge, all you can do is get your head down and do your best, which is what Malky Mackay did at Cardiff.