A Quote by Mark Millar

If you want to build a high performance organization, you've got to play chess, not checkers. — © Mark Millar
If you want to build a high performance organization, you've got to play chess, not checkers.
If we are running sprints, I want to beat everybody by 10 yards. If we are playing checkers, I want to win: I'm pretty good at checkers, and I'm trying to get on chess.
It's the horsey-shape piece that moves in an L shape. It's what makes chess complicated, and why stupid people can't play chess. Go play checkers! Knights are the first piece you look at. They elevate the game. No chess master wants to lose her knights.
I got the chess bug when I was finishing high school, we were doing chess tournaments at my house. I never got to a very high level.
In the barber shop you start playing checkers, and eventually you want to learn how to play chess. The pieces look a little more interesting. You're doing more things. I'm pretty good at it.
Chess programs don't play chess the way humans play chess. We don't really know how humans play chess, but one of the things we do is spot some opportunity on the chess board toward a move to capture the opponent's queen.
I may play some exhibition games so I don't want to quit the game of chess completely. I just decided and it's a firm decision not to play competitive chess anymore.
Hold'em is to stud what chess is to checkers.
I ... have two vocations: chess and engineering. If I played chess only, I believe that my success would not have been significantly greater. I can play chess well only when I have fully convalesced from chess and when the 'hunger for chess' once more awakens within me.
I play golf, and I play chess, and sometimes I go to the gym. On the airplane or between acts when I do the performance, I play Candy Crush to forget what happens around me, just to be alone, not thinking... You need to clear your brain.
I love chess, and I didn't invent Fischerandom chess to destroy chess. I invented Fischerandom chess to keep chess going. Because I consider the old chess is dying, it really is dead. A lot of people have come up with other rules of chess-type games, with 10x8 boards, new pieces, and all kinds of things. I'm really not interested in that. I want to keep the old chess flavor. I want to keep the old chess game. But just making a change so the starting positions are mixed, so it's not degenerated down to memorisation and prearrangement like it is today.
I love the competitive aspect of it [business]. It's like playing chess. Why do people play chess? Knowing the realm of moves? Even when you get to be a chess master, there are other chess masters you want to beat or outperform. And to me business is just a sport that I love to compete in; a continuous intellectual challenge that really motivates me.
It's not that the Democrats are playing checkers and the Republicans are playing chess. It's that the Republicans are playing chess and the Democrats are in the nurse's office because once again they glued their balls to their thighs.
I was very competitive growing up. I can't even play chess anymore because I used to play tournament chess in school. There's too much sense memory of sitting in front of a chess board and getting super intense about it. It's ruined the game for me.
There were radio shows where you actually got to hear people play off of each other and get that immediate magic that goes on. And rather than doing what a lot of shows do, where an individual comes in, reads their part, and you edit it together later on and try to build a performance, we're lucky because this is really very much a theatrical performance that is going on, every single week.
Fortunately or unfortunately, the one predictable thing in any organization is the crisis. That always comes. That's when you do depend on the leader: The job of the leader is to build an organization that is battle-ready, that has high morale, that knows how to behave, that trusts itself, and where people trust one another.
High performance leaders capitalize on crises to galvanize the motivation and actions of people in the organization.
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