A Quote by John Roos

In running Wilson Sonsini, it's all people-to-people skills. Those people-to-people skills translate into diplomatic skills. — © John Roos
In running Wilson Sonsini, it's all people-to-people skills. Those people-to-people skills translate into diplomatic skills.
Business requires an unbelievable level of resilience inside you, the chokehold on the growth of your business is always the leader, it's always your psychology and your skills - 80% psychology, 20% skills. If you don't have the marketing skills, if you don't have the financial-intelligence skills, if you don't have the recruiting skills, it's really hard for you to lead somebody else if you don't have fundamentally those skills. And so my life is about teaching those skills and helping people change the psychology so that they live out of what's possible, instead of out of their fear.
There is a section of our population in South Africa that you can't expect to get integrated in the economy of its own. These are people without skills and that will include young people who might very well have matric certificates, but don't have the skills to be absorbed in the economy. So we need to target people like those in a special way, in a focused way so that they have the skills and the capacity to participate in the economy. That requires special programmes.
I don't even have any good skills. You know like nunchuck skills, bow hunting skills, computer hacking skills. Girls only want boyfriends who have great skills!
The skills that we have are the actual magic skills - not the performing skills. We have to separate those. But the actual skills that make the tricks work, we don't get to use again.
My career was always about working with people, and understanding issues and problems and helping them to solve those issues and problems. How you deal with people - that's what diplomacy is all about. So while I'm not a career diplomat, many of the skills I had seemed to directly translate into the diplomatic arena.
A lot of those soft skills - working with groups of people who I've never met before to accomplish a mission, adapting to personality types - those are skills I've learned outside the SEAL time.
I don't know who you are. I don't know what you want. If you are looking for ransom, I can tell you I don't have money. But what I do have are a very particular set of skills, skills I have acquired over a very long career. Skills that make me a nightmare for people like you.
Management isn't just about tactics and what happens on the training ground or in a game. Of course you need those skills. But what you also need is people skills.
The '60s and '70s - I grew up in the Haight-Ashbury - people around me were going to school by day and all night long having these incredibly exciting meetings, mobilizing, marching, drafting statements. It was very intoxicating. It was very energizing. We've really forgotten a lot of those skills. Or they haven't been transmitted. It's useful to the people controlling us to have those skills not be available.
There are clearly skills shortages in some areas, and businesses can make sure they get the skills they need by training people on the job.
It is the acquisition of skills in particular, irrespective of their utility, that is potent in making life meaningful. Since man has no inborn skills, the survival of the species has depended on the ability to acquire and perfect skills. Hence the mastery of skills is a uniquely human activity and yields deep satisfaction.
Service people are capable. They gain world-class professional skills while in uniform. They use those skills in the most challenging places, showing the kind of teamwork and leadership most of us can only dream of.
What, of course, we want in a university is for people to learn the skills they're going to need outside the classroom. So, having a system that had more emphasis on inquiry and exploration but also on learning and practising specific skills would fit much better with how we know people learn.
Education is the foundation of success. Just as scholastic skills are vitally important, so are financial skills and communication skills.
Cognitive and character skills work together as dynamic complements; they are inseparable. Skills beget skills. More motivated children learn more. Those who are more informed usually make wiser decisions.
I realized that I was writing about folks with lots of skills, especially fix-it skills and survival skills, who were nonetheless not doing well in the new-millennium America.
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