Robert Townsend Quotes

True leadership must be for the benefit of the followers, not the enrichment of the leaders.

Getting there isn't half the fun, it's all the fun.

A leader doesn’t need any credit…. He’s getting more credit than he deserves anyway. —ROBERT TOWNSEND, FORMER CEO, AVIS

It’s been my experience that the people who gain trust, loyalty, excitement, and energy fast are the ones who pass on the credit to the people who have really done the work. A leader doesn’t need any credit. . . . He’s getting more credit than he deserves anyway. —ROBERT TOWNSEND, FORMER CEO, AVIS

Top management is supposed to be a tree full of owls...hooting when management heads into the wrong part of the forest. I'm still unpersuaded they even know where the forest is.

remained for more than forty years, until it was disinterred and returned to England to be buried with military honors at Westminster Abbey. BACK IN MANHATTAN News of Arnold’s betrayal, as well as André’s capture and execution, sent shock waves through all of the colonies, but nowhere was the impact more keenly felt than in New York City. Even Robert Townsend found himself deeply moved by the death of one of the very men on whom he had spied. “I never felt more sensibly for

How much did he charge you?” he asked, intending to add that amount to her allowance. “Originally he wanted $1,000 whether he finds news of Robert or not. But I offered to pay him twice his fee if he’s successful.” “And if he isn’t?” “Oh, in that case I didn’t think it was fair that he receive anything,” she said. “I persuaded him I was right.” Ian’s shout of laughter was still ringing in the hall when they entered the drawing room to greet the Townsendes.

The Graduate.Will anybody of a certain age forget that scene when Braddock (Dustin Hoffman)

their fifteen minutes of fame. Alan Townsend? Maybe. During their interview, Orr had told Tracy she felt guilty about what had happened to Andrea while under her roof. Could helping Andrea to start a new life have been Orr’s way to cleanse herself of her own perceived sins? What did Tracy really know about Penny Orr? Nothing. She went back to her cubicle, hit the space bar on the keyboard, and brought her monitor to life. She logged on to the Internet, pulled up the website they used to conduct LexisNexis searches, and input information to run Penny Orr through the system. The search provided a history of the person’s past employers, former addresses, relatives, and prior criminal history. The history for Penny Orr was short. She’d moved twice, from the San Bernardino home address to a townhome, to the apartment complex. She’d had one sister, deceased. She had no prior criminal history. She’d had one employer. Tracy’s stomach fluttered. Penny Orr had spent thirty years working for the San Bernardino County Assessor. Sensing something, Tracy opened another Internet page and searched for the Assessor’s website. Pulling it up, she clicked her way through the pages until she came to a page announcing that, effective January 3, 2011, the offices of the County Assessor, County Recorder, and County Clerk had been consolidated. To the left of that announcement was a light-blue drop-down menu for the departments’ various services, including a link to obtain certified copies of a birth certificate. CHAPTER 31 T

During the first month the Comedy Act Theatre was open, Damon Wayans and Robert Townsend came in together. Club emcee, Robin Harris brought Damon onstage to do a set, and Damon made the mistake of dissing Harris in his own house, asking the audience, “Doesn’t that guy look like a black, ugly Eddie Murphy?” Harris heard the comment and returned to the stage. “They played ‘the Dozens’ and Robin destroyed Damon,” says club owner, Michael Williams. “Damon just stepped into something he couldn’t get out of. By the time Robin was finished with him, he was dumbfounded. He didn’t know what to do but stand there, hold the mic, and listen.”

We wondered if there was research on stand-up meetings, and to our delight, we found an experiment comparing decisions made by fifty-six groups where people stood up during meetings to fifty-five groups where people sat down. These were short meetings, in the ten- to twenty-minute range, but the researchers found big differences. Groups that stood up took 34 percent less time to make the assigned decision, and there were no significant differences in decision quality between stand-up and sit-down groups. Stand-up meetings aren’t just praised in cute academic studies. Robert Townsend advised in Up the Organization, ‘Some meetings should be mercifully brief. A good way to handle the latter is to hold the meeting with everyone standing up. The meetees won’t believe you at first. Then they get very uncomfortable and can hardly wait to get the meeting over with.

If you don't do it excellently, don't do it at all. Because if it's not excellent, it won't be profitable or fun, and if you're not in business for fun or profit, what the hell are you doing there? -Robert Townsend (1920 -98)

MANAGEMENT CONSULTANTS The effective ones are the one-man shows.The institutional ones are disastrous. They waste time, cost money, demoralize and distract your best people, and don’t solve problems. They are people who borrow your watch to tell you what time it is and then walk off with it. Don’t use them under any circumstances. Not even to keep your stockholders and directors quiet. It isn’t worth it. Many organizations who’ve been through it will react promptly, thoroughly, and effectively to the threat: “If you fellows don’t get shaped up in thirty days so you’re a credit to the rest of the company, I’m going to call in Booz, Allen.

Born on November 25, 1753, Robert was in many ways out of place in the Townsend family—as dark and lean as Solomon was blond and broad, and as shy and reserved as William (nicknamed the “flower of the family”) was gallant and flirtatious. His desire was not for adventure or prestige; of a much more bookish disposition than his father or brothers, he preferred to work quietly behind the scenes, managing the ledgers and accounts and inspecting incoming shipments—anything that kept him out of the limelight and the ribaldry that the other Townsend men shared with their sailors and clients. Not that Robert resented their quick wit and hearty laughter; in fact, he rather admired the spirit the rest of his family brought to life.

performance-appraisal sheet would have looked like this: Adaptability 0 Adventuresomeness 100 Cruelty 100 Energy 100 Flexibility 0 Intelligence 100 Justice 100 Gets along well with others 0