Sparky Anderson Quotes

You are only as successful as the people who work for you want you to be.

Most people in an organization try very hard to do what the leadership wants them to do. That places a tremendous responsibility on leaders.

If you hire great people, and they're all self-motivated, then you can get by without a lot of structure.

As a CEO, you get sucked into dealing with all the tasks of being a CEO. There's a big meeting, a big discussion, and you get into all the big issues, which is your job. But what CEOs often lose sight of is that it's all about the people who work for you. For every 1,000 decisions, 999 were being made when I was not in the room.

The Panda mission really speaks to our philosophy. It is, 'Deliver exceptional Asian dining experiences by building an organization where people are inspired to better their lives.' I'm talking about everyone who works at Panda. They're inspired to better their own lives.

The key is having great players. But there are a lot of teams that have All-Stars and haven't been able to put it together.

Start with good people, lay out the rules, communicate with your employees, motivate them and reward them. If you do all those things effectively, you can't miss.

We would rather have our employees running our business.

An organization, no matter how well designed, is only as good as the people who live and work in it.

Just about anyone can make a good product, but it's the people that count. In the end, it's the employees who will take it from a kitchen-table idea to the next level. There are a lot of important things in business, but the people portion comes first.

It's not a successful captain that makes a successful team.

All of the usual formations have advantages and disadvantages, but none would work without the magic of the players.

I have been in many teams that have had loads of talent but did not make it through and been with teams that did not have that much talent and ended up being champions.

If head coaches weren't important to the success of a team, then owners wouldn't fire them all the time.

The attacking capacity of a team is the fruit of the work of the manager and of the quality of the players.

In order to improve our side, we need players who can make the difference.

When the key players in your team perform well, the team does well, too.

It's amazing how much better coaches we become when you have really good players.

I know myself that when there is a manager who knows how to get the best out of you then it's different - and that's why I chose Villa. I wanted to work with Steve Bruce again.

Morale in an organization does not mean that "people get along together"; the test is performance not conformance.

It's not about money. It's about the people you have, how you're led, and how much you get it.

When you're managing a large number of people, you learn that incentives matter tremendously. You really want people to be rewarded for doing the right thing for the customers and the organization.

As a coach, you've got to do what's best for the team. If guys don't like it, they're going to leave. If they stay and don't like it, well, your team's going to suck anyway. Even if this happens, you still have to do it. You can't coach worrying about any individual.

I strongly believe that you can't win in the marketplace unless you win first in the workplace. If you don't have a winning culture inside, it's hard to compete in the very tough world outside.

Vision is dandy, but sustainable company excellence comes from a huge stable of able managers.