Carmen Ejogo Quotes

Your own barometer is all you have to go by, and often what makes a good director is knowing when not to say something. On occasions you can find yourself on a film set where the person who is wearing the director's hat is only trying to justify his position.

Good management is the art of making problems so interesting and their solutions so constructive that everyone wants to get to work and deal with them.

I've always been a good ensemble player.

While it would be as wrong of me to attribute these traits to women at the exclusion of men as it would be for a man to do the reverse, I think women can often be very strong team players and good communicators and collaborators.

But I'm pretty good with collaborative thinking. I work well with other people.

Ultimately as a leader, you're evaluated on how you interact with people. If you do it well, you develop a reputation as effective leader. If you don't, you develop a reputation for being a highly ineffective leader.

There are good leaders who actively guide and bad leaders who actively misguide. Hence, leadership is about persuasion, presentation and people skills.

I think a good director is a good listener.

So yeah, a good director will be able to listen and hear everything, but have a confident vision of his own that he can say, 'oh yeah - that's a great point.' And you never know; often you can help far more than you think you can, because there's so much more that he's juggling than an actor.

Historically, NBCUniversal had brilliant people, but some of them didn't do a very good job of working together.

When I'm hiring leaders, I pay a lot of attention to what their peers and what people who report to them say about them. We want people who relate well with their peers and cooperate in an exchange of information rather than being overly competitive.

Exceptional employees don't possess God-given personality traits; they rely on simple, everyday EQ skills that anyone can incorporate into their repertoire.

I can only say that I have good personal relations with all secretaries of state with whom I have a chance to work.

It's good to have a leader, otherwise we argue too much.

A director must be a policeman, a midwife, a psychoanalyst, a sycophant and a bastard.

I've had deals over the years where I just haven't had good chemistry with the person across the table from me, so I've said to one of my brothers, 'You know what, you will be more effective than I will.' And that takes a level of confidence.

As you develop relationships in your team you have to learn how your teammates react to being yelled at or how to put your arm around them and show them how to do things. You have to build those relationships up and understand who that person is and how they respond and choose your way to lead them to hopefully help everyone out.

Directing taught me how to run a team and turn up on time - things you don't really learn when you're in a band.

Students who learn to collaborate and negotiate - on Capitol Hill, in the board room, in everyday life - will outperform peers who have higher test scores.

When leaders choose to burn bridges instead of build them, they sacrifice their ability to do their jobs.

Relational skills are the most important abilities in leadership.

Most management systems have to do with establishing trust and getting people to cooperate. They're not really about expertise or science.

I always step back and look at - you know, look at my background in playing team sports my whole life and taking that approach into Congress. It's not about me going, and you know, feeding my ego going to Congress.

My philosophy of leadership is to surround myself with good people who have ability, judgment and knowledge, but above all, a passion for service.

Leadership must be likeable, affable, cordial, and above all emotional. The fashion of authoritarian leadership is gone. Football is about life. You can't be angry all day.