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Henry Ford, when asked about his employees, said it best: “None of our men are ‘experts.’ We have most unfortunately found it necessary to get rid of a man as soon as he thinks himself an expert because no one ever considers himself expert if he really knows his job. A man who knows a job sees so much more to be done than he has done, that he is always pressing forward and never gives an instant of thought to how good and how efficient he is. Thinking always ahead, thinking always of trying to do more, brings a state of mind in which nothing is impossible. The moment one gets into the ‘expert’ state of mind a great number of things become impossible.

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None of our men are 'experts.' We have most unfortunately found it necessary to get rid of a man as soon as he thinks himself an expert because no one ever considers himself expert if he really knows his job. A man who knows a job sees so much more to be done than he has done, that he is always pressing forward and never gives up an instant of thought to how good and how efficient he is. Thinking always ahead, thinking always of trying to do more, brings a state of mind in which nothing is impossible. The moment one gets into the 'expert' state of mind a great number of things become impossible.

"FORD SAID, "I'LL BELT THE EARTH WITH DEPENDABLE MOTOR CARS," AND HE DID! His decision to trust his own judgment has already piled up a fortune far greater than the next five generations of his descendents can squander. For the benefit of those seeking vast riches, let it be remembered that practically the sole difference between Henry Ford and a majority of the more than one hundred thousand men who work for him, is this — FORD HAS A MIND AND CONTROLS IT, THE OTHERS HAVE MINDS WHICH THEY DO NOT TRY TO CONTROL."

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Yokoi was the first to admit it. “I don’t have any particular specialist skills,” he once said. “I have a sort of vague knowledge of everything.” He advised young employees not just to play with technology for its own sake, but to play with ideas. Do not be an engineer, he said, be a producer. “The producer knows that there’s such a thing as a semiconductor, but doesn’t need to know its inner workings. . . . That can be left to the experts.” He argued, “Everyone takes the approach of learning detailed, complex skills. If no one did this then there wouldn’t be people who shine as engineers. . . . Looking at me, from the engineer’s perspective, it’s like, ‘Look at this idiot,’ but once you’ve got a couple hit products under your belt, this word ‘idiot’ seems to slip away somewhere.

"Some people say, "Give the customers what they want." But that's not my approach. Out job is to figure out what they're going to want before they do. I think Henry Ford once said, "If I'd asked customers what they wanted, they would have told me, 'A faster horse!'" People don't know what they want until you show it to them."

"The sullen workman who is afraid of being imposed upon is secretly convinced of his own inferiority — when he has to say, or think, "I'm as good as any man," he doesn't quite believe it himself."

"A young apprentice applied to a master carpenter for a job. The older man asked him, "Do you know your trade?" "Yes, sir!" the young man replied proudly. "Have you ever made a mistake?" the older man inquired. "No, sir!" the young man answered, feeling certain he would get the job. "Then there's no way I'm going to hire you," said the master carpenter, "because when you make one, you won't know how to fix it.

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"Some people say, "Give the customers what they want." But that's not my approach. Our job is to figure out what they're going to want before they do. I think Henry Ford once said, "If I'd asked customers what they wanted, they would have told me, 'A faster horse!'" People don't know what they want until you show it to them. That's why I never rely on market research. Our task is to read things that are not yet on the page."

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