A Quote by Andy Jassy
You have to have the courage to pull the company up and force them to change and move.
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Teach them the quiet words of kindness, to live beyond themselves. Urge them toward excellence, drive them toward gentleness, pull them deep into yourself, pull them upward toward manhood, but softly like an angel arranging clouds. Let your spirit move through them softly.
As an Indian company, to go outside India and motivate people, have them align to our vision, and get them excited about what an Indian company can do was a hard thing to pull off.
She knew what it felt like to stand in front of someone and ask them to love you, to try to pull them to you by the sheer force of your desire, a force so strong it felt as though you were going to die from it.
I had to put the company through a reorg, raise a new round of financing, and sort of press the restart button. But my feeling was that I wasn't going to be bullied. I wasn't going to let them take me down. I had to pull myself together and move forward.
When a change initiative is focused on changing a company's culture directly, it can take five to ten years to accomplish its objective. Company cultures don't change easily. My friend Peter Drucker used to argue that company cultures don't change at all.
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.
For the men and women of the FBI, bravery is reflected not only in the physical courage often necessary in the job. It can be seen in the courage of conviction, in the courage to act with wisdom in the face of fear, and in the courage it takes to admit mistakes and move forward.
I believe that it was a testament to the change of power from the company to the fans because the more the fans ate it up, the more the company gave them what they want.
The older I get, the more I see there are these crevices in life where things fall in and you just can't reach them to pull them back out. So you can sit next to them and weep or you can get up and move forward. You have to stop worrying about who's not here and start worrying about who is.
One of the difficult things in a high-growth company is that, even with the best intentions, the company moves so fast, and growth happens so regularly. When you move at that rate, you have to be willing to change, and you have to be willing to take advice.
We have [unfriendly policies] here in Europe, too. We have them here in Germany, too. And to take up where the president left off, digitization is in a way a disruptive force, a disruptive technological force that brings about deep-seated change, transformation of a society.
You can't patent a move. It's challenging enough to come up with a move that nobody else does... I try and do things that I would want to see done that I haven't seen other people do. Most wrestlers obviously don't think that way, and instead they steal somebody's move as soon as they've gone on to the next company.
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.
Women speaking up for themselves and for those around them is the strongest force we have to change the world.
My whole artistic life has always been about change, change, change, move on, move on. It's the only thing I find interesting.
My job is to not be easy on people. My job is to make them better. My job is to pull things together from different parts of the company and clear the ways and get the resources for the key projects. And to take these great people we have and to push them and make them even better, coming up with more aggressive visions of how it could be.
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