Eli Broad Quotes

Business wise, I have always learned valuable lessons so I don't regret any decisions I have made.

In my own experience as a C.E.O., I would find myself laying awake at 3 A.M. asking questions about my business, and there weren't management books out there that could help me.

I've been really lucky with the people that I've gotten to work with. I learn a lot from them, just by watching them.

I didn't understand anything about playing baseball. I started playing, and it was enjoyable. Most of my life, I played with older people on my team, in my league. I learned a lot about life. Every day in my life, I learned something new from somebody.

A good business book teaches simple truths.

Every manager can improve.

Playing all these different sports, you learn so much from the people you get coached by.

You don't just come in and say, 'Bam, I'm mature; I'm the leader.' It took time for me to grow into this and learn how to talk to certain players and how to handle certain situations.

As a goalkeeper you need to be good at organising the people in front of you and motivating them. You need to see what's going on and react to the threats. Just like a good manager in business.

In business, experience is the big teacher.

I'm very much a leader in a lot of the work that I do or that I've done in my career.

A business has to be involving, it has to be fun, and it has to exercise your creative instincts.

You learn every single day when you're running a company. You learn as you go.

Management teams aren't good at asking questions. In business school, we train them to be good at giving answers.

Business is where you practice your human skills. It's where you grow.

Early in my career, I sometimes found it difficult to make the tough people decisions - I had to learn that. In business, you want to listen. You want to learn. You want to make sure you're not proceeding without information. But if you wait too long, you can actually hurt an organization even more.

What I have found is that, in a family business structure, sometimes what is needed is a sense of discipline rather than creativity. You have to take everyone's ideas and make it work. When you are dealing with money, there is a limitation on how creative you can be.

When in 1969 I became publisher of the 'Washington Post' as well as president of the company, my plate was fuller than ever. I had partly worked myself into the job but not, except for rare occasions, taken hold. I had acquired some sense of business but still relied on others more than most company presidents did.

Most regular, two-year MBA programs provide both experience and the capacity to link together the essential elements of management such as finance, marketing, organizational behavior, and operations.

The primary goal of management education was, as originally conceived, to impart knowledge that could be applied to a variety of real-world business situations.

The job of president is to motivate, to inspire, to be side by side with people making sure that they develop all their capacities and that I remove all the obstacles they have to grow by themselves.

Twenty-eight years in business and you understand the importance of problem solving and the importance of efficiency, because if you don't become efficient, you don't run a business well, and you are out of business. And I think some of those principles could be applied to leadership in Washington.

Reading a book about management isn't going to make you a good manager any more than a book about guitar will make you a good guitarist, but it can get you thinking about the most important concepts.

In our experience, what we have found is the rare commodity is a good management team. And good management teams manage through good and bad cycles and manage to grow their business over a long period of time.

Know the business, learn the business, own something.