Tim Armstrong Quotes

Change before you're forced to change.

Any leader needs to be constantly interested in what's going on in the world, and constantly ready - even when things are going well - to change.

It is difficult to change the rules in the middle of a crisis.

Change has to be fundamental to a company's culture, or there is no way it can survive.

You must be on top of change or change will be on top of you.

Strategic quitting is the secret of successful organizations

Uncertainty is a permanent part of the leadership landscape. It never goes away.

A manager is responsible for the application and performance of knowledge.

So key for making smart decisions is a mindset that actively monitors and is open to shifting tides and new information, one that is acutely aware that the interplay between our environment and its outcomes is ever in flux.

You can't build an adaptable organization without adaptable people - and individuals change only when they have to, or when they want to.

Nobody has a crystal ball, and part of evolving a business plan is to say, 'I might have said we're going left, but I see the opportunity and we're going right.'

Adaptability is crucial to working on Glee because every day is adapting to something. Because we're doing a different genre of music, doing a different type of scene with a different scene partner, recording and dance rehearsals... no day is like another.

When you deal with change, you have a couple choices: you can lead it and make the rules, or you can be a fast follower, or you can be a slow follower.

Plans are nothing; planning is everything.

What we need to do is always lean into the future; when the world changes around you and when it changes against you - what used to be a tail wind is now a head wind - you have to lean into that and figure out what to do because complaining isn't a strategy.

Security... it's simply the recognition that changes will take place and the knowledge that you're willing to deal with whatever happens.

I'm fascinated by management and organizations: how organizations get things done and how successful organizations are built and maintained, how they evolve as they grow from start-ups to small companies to medium companies to big companies.

In every business, in every industry, management does matter.

We need to build change in to our systems and let these systems evolve as circumstances change. Change is inevitable, but we need to do a better job of dealing with it, because when we start building huge gleaming monoliths, I think we start getting into trouble.

Startups are rapidly changing systems. If you use an annual review cycle, you aren't getting feedback at the same pace that you need to adapt and change the business.

Willingness to change is a strength, even if it means plunging part of the company into total confusion for a while.

We cannot assume that past successes will insure future successes.

Everybody wants change. But the problem is how you manage change.

… in an age of accelerating change, when even the most sophisticated skills are quickly outdated, we will find many allies in the developing world who are coming to understand that the most important skill anyone can learn is the ability to go on learning.

Let nothing prevent you from changing your previous decision if after consideration you feel that the previous decision was incorrect.