Personnel Management Quotes

I think the biggest thing was that when I was in college, I really concentrated on personnel. That was my strength, and I was, in essence, my own recruiting coordinator. And when I went to the pros, I did the same thing.

Officers are not fruit. I can't pick them off a tree.

I grow more conservative every day on the question of removals. On ex parte statements, I have made mistakes in removing men who, perhaps, ought to have been retained, and in appointing wrong men. Not many removals have been made. Less than any Administration since John Q. Adams. But I shall be more cautious in future; make removals only in clear cases, and appoint only on the best and fullest evidence of fitness.

The skilful employer of men will employ the wise man, the brave man, the covetous man, and the stupid man.

The great thing about David Poile and Nashville is they believe in the people that they hire and they stick with the people that they hire.

The most ineffective workers are systematically moved to the place where they can do the least damage: management.

To keep his servant honest the prince ought to study him, honoring him, enriching him, doing him kindnesses.

If I come in, and you're an employer, and I say, 'Well, I was a sniper in the Marine Corps. Do you have any sniper positions open?' 'No.' But if I told you that I was good at communication, good at leadership under stressful environments, team management, personnel management, leadership, being prompt, are stuff that I can bring to the table.

The toughest are people mistakes, when you put the wrong person in a job. Sometimes you're too slow to move them out. Or not getting the right people involved to solve a problem, or doing something out of anger; you learn, just don't do that. But I'd have to say the Whale was one of them, and I would also have to put Bear Stearns and Washington Mutual on the list at this point.

One cannot hire a hand; the whole man always comes with it.

Later, you should learn to hire fast and scale up the company, but in the early days the goal should be not to hire. Not to hire.

Managers are the basic and scarcest resource of any business enterprise.

Let appointments and removals be made on business principles and fixed rules.

I can get billions of dollars with comparative ease, but when I get down to the practical proposition about personnel … all of those billions are futile unless you provide the highly trained personnel.

One thing I think you have to do here at Wisconsin is maximize your personnel. From the standpoint of getting our best players out there, you've really got to make sure you're not burying anybody at a position.

Most founders have not managed people before, and they certainly haven't managed managers.

You can lose a coach every once in a while. You really need to keep an athletic director because you need a guy that's there consistently for as long a time period as possible because he's managing everybody. He affects everybody and when he leaves, he affects everybody.

When I got to the Mavericks people were all giving me advice - change this, change that - and one thing that I didn't do was fire anybody.

Are there things you can do with the rest of your personnel or are things you can do schematically to help a quarterback? I think so. But at the end of the day, that quarterback still has to be a driving force of your team, especially if you want to be a consistent winner over time.

Personnel is policy.

The toughest thing about managing is knowing your personnel and what it can give you under all conditions.

I knew how many MPs I had assigned to the brigade, how many military prison operations I would be running, but we needed to evaluate how many criminal prison operations we could support.

One of the great things about building a tech company is the amazing people that you can hire.

People get work done, not buildings, not staffs in a generic sense, and not plans, but people

Every first time founder waits too long, everyone hopes that an employee will turn around. But the right answer is to fire fast.