Andy > Andy's Quotes

“Every circumstance in which we try to move others by definition involves another human being. Yet in the name of professionalism, we often neglect the human element and adopt a stance that’s abstract and distant.”
― Daniel H. Pink, To Sell Is Human: The Surprising Truth About Persuading, Convincing and Influencing Others

“Leadership is not some mystical quality that some possess and others do not. As humans, we all have what it takes, and we all need to use our leadership abilities in every aspect of our work life.”
― L. David Marquet, Turn the Ship Around!: A True Story of Turning Followers into Leaders

“Empowerment programs appeared to be a reaction to the fact that we had actively disempowered people.”
― L. David Marquet, Turn the Ship Around!: A True Story of Turning Followers into Leaders

“When an organization does worse immediately after the departure of a leader, what does this say about that person’s leadership?”
― L. David Marquet, Turn the Ship Around!: A True Story of Turning Followers into Leaders

“Don’t move information to authority, move authority to the information.”
― L. David Marquet, Turn the Ship Around!: A True Story of Turning Followers into Leaders

“When you’re trying to change employees’ behaviors, you have basically two approaches to choose from: change your own thinking and hope this leads to new behavior, or change your behavior and hope this leads to new thinking.”
― L. David Marquet, Turn the Ship Around!: A True Story of Turning Followers into Leaders

“A little rudder far from the rocks is a lot better than a lot of rudder close to the rocks.”
― L. David Marquet, Turn the Ship Around!: A True Story of Turning Followers into Leaders

“As the level of control is divested, it becomes more and more important that the team be aligned with the goal of the organization.”
― L. David Marquet, Turn the Ship Around!: A True Story of Turning Followers into Leaders

“We say submarining is a team sport, but in practice it often amounts to a bunch of individuals, each working in his own shell, rather than a rich collaboration.”
― L. David Marquet, Turn the Ship Around!: A True Story of Turning Followers into Leaders

“control without competence is chaos.”
― L. David Marquet, Turn the Ship Around!: A True Story of Turning Followers into Leaders

“I am vulnerable, but I am confident enough in myself and in you to expose my vulnerability.”
― Charles N Seashore, What Did You Say? The Art of Giving and Receiving Feedback

“Business must be run at a profit…, else it will die. But when any one attempts to run a business solely for profit and thinks not at all of the service to the community, then also the business must die, for it no longer has a reason for existence.”
― H. Thomas Johnson, Relevance Regained

“What I believe has happened in American businesses since the 1950s is that managers and operating personnel at all levels have lost sight of people, customers, and processes as top management has turned everyone’s attention to accounting results.”
― H. Thomas Johnson, Relevance Regained

“This line of thought led Toyota (and others) to conclude, eventually, that it often is more profitable to empower workers to be flexible “learning machines” than it is to invest in new capital equipment.”
― H. Thomas Johnson, Relevance Regained

“But people can not move a company toward competitive excellence if they are rewarded for meeting top-down accounting-based targets, not for continuously seeking better ways to satisfy customers, internal and external.”
― H. Thomas Johnson, Relevance Regained

“To maximize return on investment is an inadequate statement of purpose. It fails to accomplish the paramount responsibility of leadership—to provide meaning and inspiration to those who are expected to follow. The mass of people within our corporations are not primarily motivated by maximizing private gain. Many firms are structured as if they were….”
― H. Thomas Johnson, Relevance Regained

“Running a business with the customer in charge requires total dedication to becoming flexible.”
― H. Thomas Johnson, Relevance Regained

“Globally competitive companies don’t eschew profit or financial well-being, but they do not believe businesses achieve financial goals by using accounting variables to control people’s work. They see employees as a source of learning, not as a cost.”
― H. Thomas Johnson, Relevance Regained

“A work force empowered to learn and innovate must be the backbone of a strategy to create flexibility by removing constraints.”
― H. Thomas Johnson, Relevance Regained

“Such innovation and learning will come only from people who are in touch with the voice of the customer and the voice of the process. It can not come from people who act only on instructions from top managers who are immersed in a fog of information about financial results.”
― H. Thomas Johnson, Relevance Regained

“Forty years of emphasizing accounting-style control over things has seen American businesses do little or nothing to develop the capabilities of people. Workers have been viewed as a source of energy and cost, not as a source of ideas.”
― H. Thomas Johnson, Relevance Regained

“R&D is a special class of spending that often is equated, mistakenly, with investment spending. Investments presume knowledge, albeit imperfect, about future costs and returns. R&D represents an effort to gain a stake in future opportunities before anything is known about future costs and returns.”
― H. Thomas Johnson, Relevance Regained

“Learning implies that every person in every process must have the freedom to observe and identify change and have the power to recommend opportunities for improvement.”
― H. Thomas Johnson, Relevance Regained

“Businesses are beginning to realize that customer-focused empowerment of the work force is the key to world-class competitiveness in the information age.”
― H. Thomas Johnson, Relevance Regained

“The objective of most corporate leaders is to use people to make a great company. My objective is to use the company to make great people. —Ralph C. Stayer”
― H. Thomas Johnson, Relevance Regained

“But only by making workers into thinkers and doers will firms inspire workers to excel.”
― H. Thomas Johnson, Relevance Regained

“Companies that develop trust have a recruiting advantage. They have a retention advantage and a productivity advantage.”
― Rich Karlgaard, The Soft Edge: Where Great Companies Find Lasting Success

“trust underpins innovation by facilitating learning and experimentation.”
― Rich Karlgaard, The Soft Edge: Where Great Companies Find Lasting Success

“To these left-brained business titans, the soft edge looks like a realm of artists, idealists, hippies, poets, shrinks, and do-gooders.”
― Rich Karlgaard, The Soft Edge: Where Great Companies Find Lasting Success

“Of course it’s pointless to argue whether hard or soft, yin or yang, Mars or Venus, is superior. Both are always needed.”
― Rich Karlgaard, The Soft Edge: Where Great Companies Find Lasting Success