Scott Borchetta Quotes

As one grows their company and brand, you have to learn to be a leader, and there's no formula.

An entrepreneur need not know everything but he or she should lead a team of persons who are thorough in different aspects.

I start with the premise that the function of leadership is to produce more leaders, not more followers.

My job involves a lot of different skills now - I'm as much entrepreneur and management consultant as anything else these days - but IA is still my favorite part of the work I do.

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.

A CEO needs to build their own team.

The function of leadership is to produce more leaders, not more followers.

Because management deals mostly with the status quo and leadership deals mostly with change, in the next century we are going to have to try to become much more skilled at creating leaders.

You can't build any kind of organization if you're not going to surround yourself with people who have experience and skill base beyond your own.

When I finally got a management position, I found out how hard it is to lead and manage people.

I've trained my people in mentoring entrepreneurs and made myself obsolete.

I'm actually developing a project so that I can have a lead.

I fell in love with the topic of leadership. For three decades, that has been a major focus of my hands-on work: listening to and working with leaders, their teams and their organizations.

All we do is sign great teams, and stay out of the way. The rest will take care of itself.

I feel like I've done a pretty good job of scaling because I got some great mentors along the way that helped me realize I just have to build a phenomenal team around me that makes my job a lot easier.

It doesn’t make sense to hire smart people and then tell them what to do. We hire smart people so they can tell us what to do.

As leaders, we've all seen the painful effects of team members not keeping pace with company growth - it's called up-leveling, and it's all too common when a company goes from zero to something to hopefully an IPO.

I think it's very important, I think for any leader as you go through a career you have to learn the leadership lessons.

My experience with Epic is handing off more and more power to the point where I can just sit back and look at our strategy or technology. I provide guidance without being responsible for any particular part of the company.

ADCOLOR is an incredible organization that not only empowers people from all backgrounds to rise up but also to give back.

As an entrepreneur, it's easy to feel ownership over every aspect of your business because you're putting your reputation, your money, and other people's money on the line. Oh, and you're sleeping, breathing, and eating your passion project - that, too. But if you try to do it all yourself, you're almost certain to fail.

As a manager, you need to have your own vision and what you want to do with the team.

I love managing characters. Characters make teams and I believe I can deal with all sorts. The most important thing is being able to pass my knowledge on to others and allowing them to flourish as individuals and as part of a team with a specific strategy.

Your job, as a head coach and general manager, is to listen and not bypass any opportunity to help your team improve.

I didn't aspire to be the CEO of Deloitte, but I aspired to be a leader in Deloitte.