Pierre Omidyar Quotes

Trust is the lubrication that makes it possible for organizations to work.

It's my job to make sure that the people I'm gonna team up with for my music see everything that I'm about: Put all my cards on the table and don't make them guess.

A tremendous amount of energy is freed up when you feel that your vision is actually respected and cared for by the people you're working with.

Hire people you get along with, and then let them do what they do best.

I love the process of working with people and having things going on, all the time, and just trying to trust your instincts.

Secrecy is the enemy of efficiency, but don't let anyone know it.

I believe that working with good people matters because then the work environment is good. If there is a sense of respect and belief among the people you work with, that is when good work is done.

We have a very open culture at the company, where we foster a lot of interaction between not just me and people but between everyone else. It's an open floor plan. People have these desks where no one really has an office. I mean, I have a room where I meet with people. But it has all glass, so everyone can see into it and see what's going on.

Respect and mutual respect are important. I, for instance, often show my latest work so that people can see how I work.

The amount of trust and bandwidth that you build up working with someone for five, seven, 10 years? It's just awesome. I care about openness and connectedness in a global sense.

It's like, the more you commit, the happier the animators are; if you're at all iffy and concerned, then it doesn't free them up to do as much fun stuff, so you have to just go for it and, again, trust the people around you and not be seemingly guarded and numb. Throw caution to the wind a bit.

I hire people brighter than me and then I get out of their way.

Trust brings a higher level of communication and a higher level of commitment and accountability.

Without trust, the most essential element of innovation - conflict - becomes impossible.

Employees who can't trust their leader to be vulnerable are not going to be vulnerable and build trust with one another.

Players are smart. That locker room knows. So don't hide anything.

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.

I personally believe in bringing your whole self to work and being open and transparent, even vulnerable. I believe that builds trust, loyalty, and a sense of belonging and passion.

A strong working relationship requires every participant to be on the same page.

I had a rule - I didn't have a lot of rules - and one of them was we're going to operate from a mutual respect. I won't embarrass you, and I don't expect you to be embarrass me.

I'm a very connected and passionate founder. And I do model transparency and openness and loyalty in my actions.

Songwriting is such a personal thing and it's hard to be in a room with somebody you don't know and trust.

I am open with the players, with my media officer, and also the media.

I think you function much better when you trust people and when you've got a sort of relationship where you can develop ideas within a framework.

Because when you work with a different team, the expectations are different and then you deliver in a very different way. You look back at it and you're proud of yourself. And when the same people come in and you do the same thing, it's boring. You could re-envision it again and again but when the new chemistry of ideas comes in, something happens as a team.