What you have to do for employees is to be truthful and give them the facts, but you are also obligated to leave them with a sense of belief that the problems can be overcome and solved.
I’ve learned from history that so much of leadership is helping people deal with change and understanding how change happens. History is about the nature of change.
Never did I think of giving up, because of all the employees I was responsible for. Moreover, once I establish a goal, I will never give up until it is reached.
The most important thing to me was to teach selfdiscipline. Guys have got to be disciplined on the field and off the field. . . . I don’t coach football; I coach kids.
It’s not until you discover your potential, your leadership, your capacities—then you can commit to trying to do big things.
My job is to recruit, attract, and compensate people; provide a moral compass; match their skill sets to different needs in the organization and then to make sure that they work collaboratively and collectively.