A Quote by Jennifer Hyman

As leaders, we've all seen the painful effects of team members not keeping pace with company growth - it's called up-leveling, and it's all too common when a company goes from zero to something to hopefully an IPO.
I start with people's growth, my own growth included. I don't start with the company's strategy or products. I start with people's growth because I believe that if the people who are running and participating in a company grow, then the company's growth will in many respects take care of itself.
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 U.S. military is known the world over for its advanced technology as well as the prowess, skill, and dedication of its service members. When you grow up in the company of its leaders, as I did, you understand that this greatness is something that is cultivated.
He who walks in the company of fools suffers much. Company with fools, as with an enemy, is always painful. Company with the wise is pleasure, like meeting with kinfolk.
In the 1940s, I was doing something called the Equity Library Theater in New York, when a movie company came to see the play I was in and offered me a contract. But the deal was, my nose was too big and they wanted me to have surgery. My jaw was crooked, and I'd have to have that fixed, too. And they didn't like my name; it was too common.
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 believe that everyone in a company should pitch in to foster a culture of ownership and respect. At KIND, this belief translates to everyone being in the trenches - from team members just starting out to executives who have been with the company for years.
Working for company X and having a substantial portion of your retirement plan in company X is simply exposing yourself to too much risk, because the company is both your employer and the source of your retirement income. So if something goes wrong, you lose both your job and your retirement plan.
I have a stake in a company called Super Fight League, which is an MMA company in India, and we have a lot of shows in Dubai, too.
Level 5 leaders are differentiated from other levels of leaders in that they have a wonderful blend of personal humility combined with extraordinary professional will. Understand that they are very ambitious; but their ambition, first and foremost, is for the company's success. They realize that the most important step they must make to become a Level 5 leader is to subjugate their ego to the company's performance. When asked for interviews, these leaders will agree only if it's about the company and not about them.
First mover Advantage doesn't go to the company that starts up, it goes to the company that scales up
Growth isn't central at all, because I'm trying to run this company as if it's going to be here a hundred years from now. And if you take where we are today and add 15% growth, like public companies need to have for their stock to stay up in value, I'd be a multi-trillion-dollar company in 40 years. Which is impossible, of course.
Shareholder activism is not a privilege - it is a right and a responsibility. When we invest in a company, we own part of that company and we are partly responsible for how that company progresses. If we believe there is something going wrong with the company, then we, as shareholders, must become active and vocal.
For wellbeing to take hold, it's got to be something that individual team members are getting excited about in their own lives. It can't be something that a company is forcing top-down through hierarchical structures.
The most common mistakes were investing in money market funds by people who were so scared at the prospect of managing their own funds that they picked the most conservative option, and their investments did not keep up with inflation. The second major mistake was being too heavily invested in their own company's stock, and buying when it was high and there was a lot of optimism about the company, and then having to sell it low when the company got in trouble.
Once a company develops out of its consumer base, you will often see a well-funded multinational company come in and take over that space. The black-owned company either stays a niche company or just disappears. This is something we don't want to happen.
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