Kevin Rollins Quotes

What we learned several years ago was that one of our weaknesses would be if we didn't develop enough people with the know-how to run our company, it would come to the point where we would just stop.

The biggest part of my job now is to quickly develop successors, and around the world I am working to develop new business leaders in the company.

I love picking people. I started Blackstone, and we had no people, and now we have with our portfolio companies about 750,000 people all over the world. Everybody who is at a senior level has ultimately been picked by me.

A great advantage of a large corporation is supposed to be the large pool of talent in which its leaders can find and groom high achievers and successors.

The healthiest companies are always characterized by organic talent development.

People say the most important thing is building a world-class team.

All companies of any size have to continue to push to make sure you get the right leaders, the right team, the right people to be fast acting, and fast moving in the marketplace. We've got great leaders, and we continue to attract and promote great new leaders.

Today, the biggest bottleneck to the growth of a corporation is availability of good talent.

As a company grows from 25 to 50 to 100 to 200 to 500 to 1000 people, the characteristics of who is the very best talent in leadership roles will change. It's rarely the case that your leadership team at 1000 people is the same leadership team you had a 25 people.

Successful business leaders who have helped build institutions of lasting value - all are committed to talent and a culture of excellence. This is usually accomplished by the identification, retention, and development of great people.

You obviously have to build a culture, a foundation. You must build the right talent however you do it. Then you have to build the systems and the habits.

Our approach to continuously investing in the scales and capabilities of our people helps us meet the needs of our clients and enhances our ability to attract the very best talent in our industry.

SK will evolve and develop based on its corporate culture and human resources.

The best way to build the best workforce is to focus on the largest talent pool you have.

In the long run, we need to build a leadership force of people. We have a whole strategy around not only providing folks with the foundational experience during their two years with us, but also then accelerating their leadership in ways that is strategic for the broader education reform movement.

I really do believe in succession building and giving people experience for future leadership.

The first thing you always do is seek out the best people that you can find for your organization. If you find the best people, you can basically go anywhere you want to go because they will take you there.

The most important ingredient for the success of any company is the quality of its people, starting with its leadership team.

If you want to have the best employees, there really needs to be a vision and a mission. Talent looks for a mission. And if you have the best talent, that's the single biggest competitive advantage any company can have.

As a professional services company, our people ultimately make the difference in delivering high-quality services to clients. This is why we are so focused on attracting the best people and investing to further develop their skills.

A policy of knowing your replacement is one of the best ways to drive a growth culture. It anticipates and eliminates the most harmful politics in leadership for an expanding company and instantly sets the right tone for a high-talent, growth-mindset executive team.

One of our six key strategic priorities was the reinforcement of all professional staffing and solutions business.

Human resources are like natural resources; they're often buried deep. You have to go looking for them; they're not just lying around on the surface.

CEOs who can hire properly, that's the most important part of the job. The CEO's job is really to hire the right team and execute the vision second.

The best way to be productive is to have a great team. So I spend more time than most CEOs on human resources. That's 20 percent of my week.