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It is not the hours we put in on the job, it is what we put into the hours that counts.

I would say 90 percent of the stuff we do is technical anyway. If you look at a two-hour training day, 12 minutes are probably spent running or gaining fitness.

The way I would measure leadership is this: of the people that are working with me, how many wake up in the morning thinking that the company is theirs?

So you get two good hours on the field about every day, you get about an hour and a half in the meeting room and that's pretty much all you need to thoroughly coach your team.

I measured my success by how many clients I had and how many billable hours I had.

The productivity of a work group seems to depend on how the group members see their own goals in relation to the goals of the organization.

It's not how many hours you put in with a client or on a project. It's the quantity and quality of your energy - your focus and force - that determine whether that time is valuable.

In the marathon obstacle course of a career, it's just good to have all the stats on paper for why you're not only a team player but also why it makes sense to support you in the projects you want to do - because you've made so much damned money for the studio.