Lee Iacocca
Lee Iacocca
Lido Anthony "Lee" Iacoccais an American automobile executive best known for spearheading the development of Ford Mustang and Pinto cars, while at the Ford Motor Company in the 1960s, and then later for reviving the Chrysler Corporation as its CEO during the 1980s. He served as President and CEO of Chrysler from 1978 and additionally as chairman from 1979, until his retirement at the end of 1992...
NationalityAmerican
ProfessionEntrepreneur
Date of Birth15 October 1924
CityAllentown, PA
CountryUnited States of America
No matter what you've done for yourself or for humanity, if you can't look back on having given love and attention to your own family, what have you really accomplished?
So what do we do? Anything. Something. So long as we just don't sit there. If we screw it up, start over. Try something else. If we wait until we've satisfied all the uncertainties, it may be too late.
The great issues facing us today are not Republican issues or Democratic issues. The political parties can debate the means, but both parties must embrace the end objective, which is to make America great again.
The right decision is the wrong decision if it's made too late.
The only rock I know that stays steady, the only institution I know that works, is the family.
Formal learning can teach you a great deal, but many of the essential skills in life are the ones you have to develop on your own.
In times of great stress or adversity, it's always best to keep busy, to plow your anger and your energy into something positive.
Management is nothing more than motivating other people.
Over the years, many executives have said to me with pride: 'Boy, I worked so hard last year that I didn't take any vacation.' I always feel like responding, "You dummy. You mean to tell me you can take responsibility for an eighty-million-dollar project and you can't plan two weeks out of the year to have some fun?
Motivation is everything. You can do the work of two people, but you can't be two people. Instead, you have to inspire the next guy down the line and get him to inspire his people.
Start with good people, lay out the rules, communicate with your employees, motivate them and reward them. If you do all those things effectively, you can't miss.
Apply yourself. Get all the education you can, but then, by God, do something. Don't just stand there, make it happen.
Listening can make the difference between a mediocre organization and a great one.
If you set a good example you need not worry about setting rules.