All of the men on my staff can type.
Too many companies believe people are interchangeable. Truly gifted people never are. They have unique talents. Such people cannot be forced into roles they are not suited for, not should they be.
Too many companies, especially large ones, are driven more and more narrowly by the need to ensure that investors get good quarterly returns and to justify executives' high salaries. Too often, this means that they view most employees as costs.
Of all the things I've done, the most vital is coordinating the talents of those who work for us and pointing them towards a certain goal.
If you look after the customers and look after the people who look after the customers, you should be successful.
People are the lifeblood of any airline, and it is the people of BA who will deliver its future success.
A company needs smart young men with the imagination and the guts to turn everything upside down if they can. It also needs old figures to keep them from turning upside down those things that ought to be rightside up.
Take our 20 best people away, and I will tell you that Microsoft would become an unimportant company.
You can't treat your people like an expense item.
Companies that stay ahead of change are ones in which their people see change as something they themselves accomplish and not something that is imposed on them. They see lots of opportunities to take initiative.
I think leadership is valuing the time you spend with your people more than anything else you do.
The more time I spend with our people, the more I find out about our business.
Be nice to people on your way up because you'll meet 'em on your way down.
Human resources are the greatest assets of any company. You can raise tariffs or prevent MNCs from entering, but one can't stop the employees from leaving if they are dissatisfied.
The best way to guarantee a steady stream of new ideas is to make sure that each person in your organization is as different as possible from the others. Under these conditions, and only these conditions, will people maintain varied perspectives and demonstrate their knowledge in different ways.
A chairman who never wanders about his agency becomes a hermit, out of touch with his staff.
If each of us hires people who are smaller than we are, we shall become a company of dwarfs. But if each of us hires people who are bigger than we are, we shall become a company of giants.
Our philosophy is that management's role is simply to get the right people in the right places to do a job, and to encourage them to use their own inventiveness to accomplish the task at hand.
I want to begin with what I think is the most important factor: our respect for the individual. This is a simple concept, but in IBM it occupies a major portion of management time.
Look, you can take anything away from IBM ... but leave our people and this business will re-create itself overnight.
You have to surround yourself with people you trust, and people that are good. But they also have to be people who will tell the emperor you have no clothes.