A Quote by Ruth Reichl

Given a choice between great food and boring company or boring food and great company, I'll take the great company any day. — © Ruth Reichl
Given a choice between great food and boring company or boring food and great company, I'll take the great company any day.
When you're in a start-up, the first ten people will determine whether the company succeeds or not. Each is 10 percent of the company. So why wouldn't you take as much time as necessary to find all the A players? If three were not so great, why would you want a company where 30 percent of your people are not so great? A small company depends on great people much more than a big company does.
When there is some fear about accounting and growth and the economy, food stocks are a decent place to be, ... This company has been through a bit of a restructuring the last couple of years. Management is doing a great job. The company is improving and people are buying chocolate. So, what a great week to buy it.
Intel's a great company, and Microsoft is a great company. Everybody seems to do a lot better when there is competition.
One of the great things about Silicon Valley is, irrespective of how competitive you might be with another company or how closely you might be working with that company, there's a great sort of give and take, and camaraderie from - between - some of the executives in the valley and some of the other investors in the valley.
I'm from the school that great performers and great leaders create more great leaders. Give people other experiences, other responsibilities. Have them join organizations within the company and outside the company.
In an ironic twist, I now see Good to Great not as a sequel to Built to Last, but more of a prequel. Good to Great is about how to turn a good organization into one that produces sustained great results. Built to Last is about how you take a company with great results and turn it into an enduring great company of iconic stature.
Everything I have is a private company. And even though a public company's a great thing, it's great for financing and all of the stuff you need to do. I'm not answering to anybody but my wife and my children and the people who work for me, and my partners.
My idea of good company is the company of clever, well-informed people who have a great deal of conversation; that is what I call good company.
As the company grows and about this 25 or so employee size, your main job shifts from building a great product to building a great company.
I have my own theory about why decline happens at companies like IBM or Microsoft. The company does a great job, innovates and becomes a monopoly or close to it in some field, and then the quality of the product becomes less important. The company starts valuing the great salesmen, because they’re the ones who can move the needle on revenues, not the product engineers and designers. So the salespeople end up running the company.
As president, I could run the Trump organization, great, great company, and I could run the company - the country. I'd do a very good job, but I don't want to do that.
We're building a great company, and we're very excited about the future of the company.
Mr. Lincoln was not only a great President, but a great man - too great to be small in anything. In his company I was never in any way reminded of my humble origin, or of my unpopular color.
I'm out talking about this company (General Electric) seven days a week, 24 hours a day, with nothing to hide. We're a 130-year-old company that has a great record of high-quality leadership and a culture of integrity.
Anybody can build a company and sell the company the next day. That doesn't make you special, it doesn't make you unique, it doesn't make you all that great.
MindTree has grown into a strong company and has a great leadership team at its helm which can continue to propel the company in the future.
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