A Quote by Simon Sinek

The responsibility of the company is to help the people, grow as people. If we can do that, then the company will grow as a company. — © Simon Sinek
The responsibility of the company is to help the people, grow as people. If we can do that, then the company will grow as a company.
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.
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.
In Bellator, I feel like I can grow. As the fighters grow, I know the company will grow. You feel like a part of the company.
There's only one thing that regularly keeps me up at night. Working with the greatest people in the world and knowing that they are counting on me to build a company that endures - a company where they can grow professionally. A company where they can build world-class products and be proud to work.
I have to have the sensibility to keep Versace company in good shape because there are so many people working for it, and we need to have the company grow and also be relevant. So I work very hard for all that to happen, and I wish people would know me for that and be satisfied.
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.
Being an entrepreneur I love to help people, and I think through the products that we develop in my company, we will be able to help a lot of people. Whether it's help them to get over the difficulties of a technology and use it. Or helping employees, creating new jobs, new opportunities for people that work in my company.
Grow a leader-grow the organization. A company cannot grow without until its leaders grow within.
I think the next massive wave of value creation will be when you can get a manufacturing company or agriculture devices company or a health care company to develop dozens of AI solutions to help their businesses.
People invest in companies in order to get a share of the profit that company will make. If the Government increases its share of the profits, potential profits, at the expense of the owners of the company, the shareholders, then that makes investment in that company less attractive.
Beats is inherently different: the company is a consumer electronics company but also a media company; a packaged goods company but also an entertainment company.
I described the CEO job as knowing what to do and getting the company to do what you want. Designing a proper company culture will help you get your company to do what you want in certain important areas for a very long time.
Microsoft is a much bigger company than Qualcomm - a much bigger company - and there were a few days where I thought, 'I don't know if I can do this. It's huge.' My job was to come into the company and grow new businesses, and I thought, 'I'm not sure,' but it's all worked out pretty well.
Generally, what people tend to underestimate is the cyborg nature of Groupon. We are a company that has the DNA of being both a technology company and a heavily operational company.
I learnt earlier on that If you can run one company.You can really run any company.A company is all about finding the right people and inspiring those people,drawing out the best in people
One of the nice things about being a private company is operating without the intensity of public glare. It's hard to grow a company under a microscope of constant second guessing.
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