A Quote by Jean-Pascal Tricoire
I don't believe very much in corporate offices. I believe in leaders who are with their customers and their people.
Related Quotes
I believe in love. I believe in hard times and love winning. I believe marriage is hard. I believe people make mistakes. I believe people can want two things at once. I believe people are selfish and generous at the same time. I believe very few people want to hurt others. I believe that you can be surprised by life. I believe in happy endings.
I believe in the cause, and I believe in the people, and by supporting Music Rights Awareness, I very much hope - and believe - we can make a difference.
The American people don't believe politicians. They don't believe business leaders or Hollywood celebrities or athletes or other supposed role models. And they certainly don't believe the news media.
We believe that there is no greater power in the world than the force of a great idea. We believe that people are the lifeblood of every organization. We believe that the best companies are true meritocracies, where people rise and fall through their own contributions, not through game playing or politics. We believe that work isn't simply a paycheck; it is the ultimate expression of a fully realized self. We believe that a company's obligations extend far beyond its bottom line and its shareholders - to a wider constituency that includes employees, customers, suppliers, and the community.
Smart leaders believe only half of what they
hear. Discerning leaders know which have
to believe.
Believe in your dreams. Believe in today. Believe that you are loved. Believe that you make a difference. Believe we can build a better world. Believe when others might not. Believe there's a light at the end of the tunnel. Believe that you might be that light for someone else. Believe that the best is yet to be. Believe in each other. Believe in yourself. I believe in you.
People can believe pretty much whatever they want to believe about moral and political issues, as long as some other people near them believe it, so you have to focus on indirect methods to change what people want to believe.
Our reverence for workaholism has produced corporate leaders who believe they don't need sleep, and neither should anyone else.
I believe in fate and I believe that things happen for a reason, but I don't think that there's a high power, necessarily. I believe in karma very much though.
I believe in the will. I believe in discipline. I believe in the organization. I believe in the rigor that gives us work. I believe in love as an engine of all things. I believe in the light. I believe in God. I believe in kindness.
Leaders don't correct people to success as much as believe them to it.
People don't believe in me very much, but I have my teammates and my family that believe in me so much; they see how hard I work.
I don't believe there's a red state in America where people believe you should cut Medicare, Social Security and veterans' benefits rather than doing away with corporate tax loopholes.
I do think that marriage can be a wonderful thing if it's the right thing for the two people involved. I believe in love - very much so - how can you not believe after you've experienced it? I believe in relationships. One day, I know I'll find the right woman and get married myself.
I do not believe that the people of Ontario judge their leaders on the basis of race, sexual orientation, colour or religion. I don't believe they hold that prejudice in their hearts.
Often, very talented technical people find it extraordinarily difficult to take the viewpoint of customers, who are often ignorant about the technology and who may have strong and perhaps incorrect prejudices about it. The technical people may believe, deep down, that they know better what customers "should" need. Customers, of course, have a different perspective. They want products that will solve customer problems and provide other customer benefits, and will do so without undue risk or cost. Not infrequently, customers view advanced technology itself as a risk.
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