Sheldon Adelson Quotes

Strong succession planning is a critical element of all the Johnson enterprises.

You'd like to transition with continuity, have people in your own organization rise up and continue forward, whether in coaching or personnel or players.

I think we're ready for succession. We just must try to do it right.

What I'm interested in doing after I get out of the presidency is to make sure that I'm working with that next generation so that they understand you can't just rely on inspiration.

I am determined to hold on as long as possible, but if I should disappear, I should not have had the time to familiarize my successors with the necessary information.

I brought my sons into the business to extend my working life, so I could keep my hand in the business.

It's a very difficult business, and I'm very interested in the future of it after I'm gone, and I thought that if I can't produce a strong management team here myself, and I can find better management elsewhere, then I should sell it.

If longevity is the best index to measure a company, a basic requirement is the ability of the corporation to generate new and new leaders.

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

I don't believe in the coach-in-waiting thing. I don't think that works.

Success is not success without a successor.

The worst mistake a leader can make is to mentor no one, choose no successor and leave no legacy.

Good leaders understand that they are stewards. They must find the best people they can, giving them the opportunity to join in the journey developing them, and encouraging them to reach their potential. But they must hold on to people lightly. Those who start with you seldom finish with you.

There is a human capital crisis in the federal government. Not only are we losing the decades of talent as civil servants retire, we are not doing enough to develop and nurture the next generation of public servants.

The healthiest companies are always characterized by organic talent development.

From the beginning, I imagined I would have a long work life.

Quite often, people who build big businesses don't believe anyone else can run them, and you end up with an old rascal in their 70s and no one to take them on. I could name several - and I won't - who put themselves in that invidious position.

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 don't need a successor, only willing hands to accept the torch for a new generation.

There would not be enough talent that's educated, developed and ready to take on the next leadership challenge, and it would cap our growth. Now we've put programs in place not to have that happen, but that could be a weakness.

One of the things we often miss in succession planning is that it should be gradual and thoughtful, with lots of sharing of information and knowledge and perspective, so that it's almost a non-event when it happens.

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.

I am tired, I would like to rest, it’s time for the country to be ruled by younger leaders.

One test of leaders is how they make sure that their ideas and programs will live on after they’re gone.

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