John Harvey-Jones quotes:
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Go for civil engineering, because civil engineering is the branch of engineering which teaches you the most about managing people. Managing people is a skill which is very, very useful and applies almost regardless of what you do.
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It is the responsibility of leadership and management to give opportunities and put demands on people which enable them to grow as human beings in their work environment.
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It horrifies me that ethics is only an optional extra at Harvard Business School.
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If you are doing things the same way as two years ago, you are almost certainly doing them wrong.
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In order to solve problems, information has to be shared; and not only information, but doubts, fears and questions.
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People who don't make mistakes are no bloody good to you at all.
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People are unlikely to know that they need a product which does not exist and the basis of market research in new and innovative products is limited in this regard.
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Planning is an unnatural process; it is much more fun to do something. The nicest thing about not planning is that failure comes as a complete surprise, rather than being preceded by a period of worry and depression.
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How do you know you have won? When the energy is coming the other way and when your people are visibly growing individually and as a group.
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Problems can only be solved by the people who have them. You have to try and coax them and love them into seeing ways in which they can help themselves.
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The only companies that innovate are those who believe that innovation is vital for their future.
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Everyone thinks I'm a smart arse who can solve any bloody problem. I'm not. I'm just a very old businessman and a very experienced businessman who made every mistake in the book and can recognise one when I see one.
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The trouble is that all-encompassing though information technology may be, it will always convey facts and numbers ... what it does not convey is perception, belief and motivation.
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Good business should contain something for both parties.
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The task of industry is continuously, year on year, to make more and better things, using less of the world's resources.
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There is practically no area of business where the difference between rhetoric and actuality is greater than in the handling of people.
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It is surprising, in the welter of questions that one gets at (AGMs), how few actually relate to the performance of the company, or the decisions taken by the board in particular areas.