A Quote by Kathryn Minshew
You know, as most entrepreneurs do, that a company is only as good as its people. The hard part is actually building the team that will embody your company's culture and propel you forward.
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You know, as most entrepreneurs do, that a company is only as good as its people. The hard part is actually building the team that will embody your company culture and propel you forward.
MindTree has grown into a strong company and has a great leadership team at its helm which can continue to propel the company in the future.
You know, I'm behind my company. My company has been a big part of my life. And it's not that I been buying a company or that my father bought a company and tried to do something out of it. You know, it's not the same thing. It's my name, it's my company, it's my signature.
I described the CEO job as knowing what to do and getting the company to do what you want. Designing a proper company culture will help you get your company to do what you want in certain important areas for a very long time.
If the only common thread you have as an industrial company is the fact that you think you're well managed, you can still be a pretty good company, but you're not going to be a dominant company, a competitive company over time.
The only way to build a good company is one satisfied customer at a time. However, to build a great company, we must add one raving fan at a time. The difference is this...a satisfied customer will come back, but a raving fan not only comes back, but becomes part of your sales team. There's a big difference!
The biggest challenge is to build the team and start the company, while hiring people, raising money, building a brand which has no history, all at the same time. You're doing a lot of things that in an established company are already done.
Make sure you comfort everybody, because you have so much power. The influence you do have, make sure you use that for the right things that's going to propel you, and propel your company. It's not always about making profit. I know y'all know how to make profit, and I know that's what it's about! But I'm very happy that I can come here and tell you I'm someone that has not been driven by the profit. You can succeed with the people.
I have to have the sensibility to keep Versace company in good shape because there are so many people working for it, and we need to have the company grow and also be relevant. So I work very hard for all that to happen, and I wish people would know me for that and be satisfied.
Creating a strong company culture isn't just good business. It's the right thing to do, and it makes your company better for all stakeholders - employees, management, and customers.
If you see your company culture as a family, you don't want to fire someone just because their short-term performance is not good. If you do, even the people on your team who are excellent performers will look at what's going on and say, 'Someday you might fire me too.' You'll lose everyone's trust.
When you're in a start-up, the first ten people will determine whether the company succeeds or not. Each is 10 percent of the company. So why wouldn't you take as much time as necessary to find all the A players? If three were not so great, why would you want a company where 30 percent of your people are not so great? A small company depends on great people much more than a big company does.
As the company grows and about this 25 or so employee size, your main job shifts from building a great product to building a great company.
We began Sundial Brands as young entrepreneurs, and as we move forward towards our goal of becoming the number one global family company serving our communities in a way that is aligned with their needs and our core values, we will always be entrepreneurs.
You simply can't be tentative in a startup. You have to go for it at every chance you get. And if the leader of the organization is anxious, his or her fear pervades the organization. Everything comes from the top in a company. So if you are starting a company or building one, face your fears and move past them. It's critically important to your company.
I used to believe that you could change the culture or behavior of a company. I still believe it's possible, but it is at least a five to ten year process, if you are successful at all. More recently, I have been attracted to the ideas of the behavioralist, Edgar Schein. Schein has argued that you cannot change the culture of a company, but you can use the culture of a company to create change. It's an interesting approach to overcoming resistance. And if you can change how a company does its work, you might eventually be able to change how its people think.
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