Harold S. Geneen Quotes

That's how you get a performance - they put trust in you.

The most important thing I've done at work has been to surround myself with amazing people who I trust and empower fully to do stuff better than I could.

I like to think of myself as a leader whose door is always open. But I recently learned that an open door isn't enough.

My idea is bring in good people and then get out of their way.

Just because you're the coach, you don't automatically have the authority. You have to work the people. You have to gain the trust of the people.

I think that I've learned to relax, and trust in and hire very talented people, and trust in their abilities a little more.

If you don't understand that you work for your mislabeled 'subordinates', then you know nothing of leadership. You know only tyranny.

I learned this early on in the variety business: You've got to give folks responsibility, you've got to trust them, and then you've got to check on them.

I think trust is primarily built through relationships, and it's important because it's the foundational currency that a leader has with his team or his followers.

I find that when you open the door toward openness and transparency, a lot of people will follow you through.

Being a good leader requires remembering that you're there for a reason, and the reason certainly isn't to have your way. High-integrity leaders not only welcome questioning and criticism - they insist on it.

I trust the people who are working with me. I delegate.

Surround yourself with the best people you can find, delegate authority, and don't interfere as long as the policy you've decided upon is being carried out.

To be successful in coaching you have to treat your team like a family. The leader needs backing from everyone.

The coin of the realm of leadership is trust and confidence.

Leaders must establish common purpose and build trust within an organization.

Leaders must exemplify integrity and earn the trust of their teams through their everyday actions. When you do this, you set high standards for everyone at your company. And when you do so with positive energy and enthusiasm for shared goals and purpose, you can deeply connect with your team and customers.

A good leader has to at some point trust those around him; otherwise, nothing constructive is going to get done.

You can be the best manager in the world, but if the players don't trust you, it will never work.

Engagement and integrity are the two most fundamental aspects of building trust; lead from the front by evolving your company strategy, then live your values every day.

Being president isn't a solo position. You surround yourself with highly qualified people that are smarter about issues than you are. But that's not enough. You then have to listen to them.

For me it was just about staying the course, staying true to who I believe that I am, being open, being honest, being transparent with the players, being firm with the players but at the same time listening to the players.

You grow year after year with responsibility, and for me, it's not important who has the armband but that everyone on the pitch gives the right signals.

Inclusion and transparency have been mainstays of my leadership. It's about education and reaching out.

Respect is the most essential thing about captaincy. Respect between the captain and players is important. It is give and take.