Dave Goldberg Quotes

Downsizing itself is an inevitable part of any creatively destructive economy.

There is no denying that downsizing can happen when a company receives private equity funding. It is unfortunate and hard on everyone who is affected.

The IT bubble is the IT bubble, and of course, we became a company that contracted dramatically in 2001 and 2002: we basically came down by 45,000 people - a dramatic ramp-down.

But I don't want massive layoffs of anyone - public or private. We are planning on shrinking government through attrition and reform, not through random pink slips.

We held the team together for as long as possible and then sent all except the most critical personnel home.

The corporate killer downsizing is directly responsive to what the mutual funds have wanted.

We ran three cars last year. Unfortunately, as time went on, we did have to let a few people go, which we regretted, but just because of the situation.

Most companies that go through layoffs are never the same. They don't recover because trust is broken. And if you're not honest at the point where you're breaking trust anyway, you will never recover.

Strong managers who make tough decisions to cut jobs provide the only true job security in today's world. Weak managers are the problem. Weak managers destroy jobs.

The two words, in the American lexicon, are never good. Pink slip. The first time I ever heard it when I was young was when Kaiser Steel handed out pink slips to many of my neighbors and relatives. Layoffs were about efficiency, sales figures for raw materials or refrigerators.

The minute you do any layoffs, you might as well lay off the whole joint because everybody forgets about the customer and worries about their job security.

Nothing kills your company's culture like layoffs.

I have been reorganizing and restructuring AOL: changing the strategy and rebuilding it from scratch in the worst economy in a generation.

However, the economics of our business continued to deteriorate. We barely escaped bankruptcy a year ago, and in the aftermath of that escape we had to make some even tougher decisions.

When I arrived at Campbell on January 8, 2001, the company had lost half its market value in the prior year. They had to cut costs to the point where they were literally taking the chicken out of chicken noodle soup and the product was no longer competitive.

We will downsize the government, motivate excess employees to become entrepreneurs, and increase the pay of a lean and mean bureaucracy.

Nevada was hit hardest by the recession - highest unemployment, highest foreclosure rate, highest bankruptcy rate.

'Up in the Air' may be a glossy production sprinkled with laughter and sex, but it captures the distinctive topography of our Great Recession as vividly as a far more dour Hollywood product of 70 years ago, 'The Grapes of Wrath,' did the vastly different landscape of the Great Depression.

I used to boast that Whole Foods was sort of recession-proof. And obviously I've been proven wrong. So I'm not boasting about that any longer.

People don't walk away from their homes unless they can't make the payments. That's an indication that we are in a recession.

We wanted to preserve as many jobs as possible, so when our sales continued to decline in August 2008, we did about a 5 percent reduction of our global staff. But in order not to cut any more jobs, we froze everybody's pay and put a hiring freeze on.

Let nobody be fooled, the next two quarters are not going to be easy either in terms of growth or employment.

As families and small businesses alike are tightening their belts to account for the worsening economy, they have every right to ask: 'Why isn't my government doing the same?'

It's a recession when your neighbor loses his job; it's a depression when you lose yours.

We've lost 400,000 jobs in Michigan because of downsizing.