A Quote by David Ogilvy

Hire people who are better than you are, then leave them to get on with it. Look for people who will aim for the remarkable, who will not settle for the routine. — © David Ogilvy
Hire people who are better than you are, then leave them to get on with it. Look for people who will aim for the remarkable, who will not settle for the routine.
It is a mistake to hire huge numbers of people to get a complicated job done. Numbers will never compensate for talent in getting the right answer (two people who don't know something are no better than one), will tend to slow down progress, and will make the task incredibly expensive.
The most important thing is that you hire people who complement you and are better than you in specific areas. Good people hire people better than themselves. So A players hire A+ players.
If you hire only those people you understand, the company will never get people better than you are. Always remember that you often find outstanding people among those you don't particularly like.
Good people hire people better than themselves. So A players hire A+ players. But others hire below their skills to make themselves look good. So B players hire C players. C players hire D players, etc.
It is better to be alone, she figures, than to be with someone who can't see who you are. It is better to lead than to follow. It is better to speak up than stay silent. It is better to open doors than to shut them on people. She will not be simple and sweet. She will not be what people tell her to be. That Bunny Rabbit is dead.
Great companies don’t hire skilled people and motivate them, they hire already motivated people and inspire them. People are either motivated or they are not. Unless you give motivated people something to believe in, something bigger than their job to work toward, they will motivate themselves to find a new job and you’ll be stuck with whoever’s left.
There's no better feeling than knowing I'm going to break the guy next to me. His body will shut down, and I will keep eating. Then I will look out and see a crowd of happy people.
I think great bosses hire great people. 'A' people hire 'A' people, but 'B' people hire 'C' people; they're worried they might be shown up... they're concerned that that person might make them look bad.
The greatest thing about tomorrow is, I will be better than I am today. And that's how I look at my life. I will be a better golfer, I will be a better person, I will be a better father, I will be a better husband, I will be a better friend. That's the beauty of tomorrow.
However, if we leave the industrial machinery and their energy-distribution networks and leave them also all the people who have routine jobs operating the industrial machinery and distributing its products, and we take away from all the industrial countries all their ideologies and all the politicians and political machine workers, people would keep right on eating. Possibly getting on a little better than before.
We are a people as all other peoples; we do not have any intentions to be better than the rest We do not have to account to anybody, we are not to sit for anybody's examination and nobody is old enough to call on us to answer. We came before them and will leave after them. We are what we are, we are good for ourselves, we will not change, nor do we want to.
There are very few black-and-white truths in management or in business, but one that I have found is that people either hire people who are smarter than them, or people hire people they can control.
All your seriousness is about sandcastles. And you yourself will leave them one day, trampling them down, and you will not look back. The people who take it seriously miss the beauty of playfulness.
The thing about singing is that if you're having fun while doing it then people will have fun watching you do it. Like in karaoke if you're like "I don't think I can do it" and then you sing a song and you look terrified people will say, "Poor guy or poor girl, get offstage. You're killing us." But if you get onstage and you don't sing that well but you give it your all, people will be like, "Yeah, I'll chug beer to this!".
To achieve consistently terrific customer service, you must hire wonderful people who believe in your company's goals, habitually do better than the norm and who will love their jobs; make sure that their ideas and opinions are heard and respected; then give them the freedom to help and solve problems for your customers. Rather than providing rules or scripts, you should ask them to treat the customer as they themselves would like to be treated - which is surely the highest standard.
Your children will smash your understanding, knowledge and reality. You will be better off. Then they will leave. You'll miss them forever.
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