Good Company Team Quotes & Sayings

My team is the best, the platoon is good, the company is awful, and the battalion is actively trying to kill us. — Nathaniel Fick

Trust is a competency. It's something you can get good at. It's a strength you personally, and your team and your company can master. Being good at it will elevate every other strength you have. — Stephen Covey

When I'm traveling on tour, one of my favorite things to do is to throw a baseball cap on and go to a Target. The company has always been good to me. They've got such a great creative team. — Christina Aguilera

The only way to build a good company is one satisfied customer at a time. However, to build a great company, we must add one raving fan at a time. The difference is this ... a satisfied customer will come back, but a raving fan not only comes back, but becomes part of your sales team. There's a big difference! — Mac Anderson

Grove continued to act on the conviction that good strategic thinking requires different points of view and clarifying those different points of view requires intensive, ongoing debate involving the executive team and domain experts inside and outside the company. — David B. Yoffie

When a CEO looks around her staff meeting, a good rule of thumb is that at least 50 percent of the people at the table should be experts in the company's products and services and responsible for product development. This will help ensure that the leadership team maintains focus on product excellence. Operational components like finance, sales, and legal are obviously critical to a company's success, but they should not dominate the conversation. — Eric Schmidt

A company at the top of its game has accumulated a number of rules of thumb - implicit assumptions and beliefs about what has been central to its success. New technologies and business models belie or change some of those assumptions, but they only seem sensible if the management team can become aware of those implicit assumptions and mind-sets and suspend them for a moment to contemplate the change. It's very hard to do that with the inherited wisdom, experience, and lore of a company. This is why the failures of incumbents to capture the benefits of disruptive innovations are a result not of bad managers, but of good managers practicing what they have done best. Incremental innovations can quickly be scaled and incorporated. Disruptive innovations require changes in customer sets, business models, or performance metrics that are no longer consistent with what led to success in the past. — Stefan Heck

Times were good. No, they were great. My company had just passed six figures in revenue, and it was headed to break the seven-figure mark. My team grew to almost twenty people, all of whom were passionate about the business and exceeded my expectations. Various local and national publications were calling me to secure an interview so that they could highlight me, a young entrepreneur with great potential. — Kevin D. Johnson

You know, as most entrepreneurs do, that a company is only as good as its people. The hard part is actually building the team that will embody your company's culture and propel you forward. — Kathryn Minshew

The problem with your company is not the economy, it is not the lack of opportunity, it is not your team. The problem is you. That is the bad news. The good news is, if you're the problem, you're also the solution. You're the one person you can change the easiest. You can decide to grow. Grow your abilities, your character, your education, and your capacity. You can decide who you want to be and get about the business of becoming that person. — Dave Ramsey

You're missing it. This is not a one-man show. What's reinvigorating this company is two things: One, there's a lot of really talented people in this company who listened to the world tell them they were losers for a couple of years, and some of them were on the verge of starting to believe it themselves. But they're not losers. What they didn't have was a good set of coaches, a good plan. A good senior management team. But they have that now. — Steve Jobs

The key venue for freewheeling discourse was the Monday morning executive team gathering, which started at 9 and went for three or four hours. The focus was always on the future: What should each product do next? What new things should be developed? Jobs used the meeting to enforce a sense of shared mission at Apple. This served to centralize control, which made the company seem as tightly integrated as a good Apple product, and prevented the struggles between divisions that plagued decentralized companies. — Walter Isaacson

Obviously I've got a great team of people within the company. You can't operate all by yourself. We have a good board of directors and a big bench, and they can make decisions if I'm not around. — Roger Penske