Edwin Catmull Quotes

I usually tell people upfront what to expect, and that I really want their feedback and their ideas, and if they think I've got a hair out of place or food stuck in my teeth, gosh, I want to know that.

I’m struck that there is one lesson I learned early and then relearned over and over: Trust is the coin of the realm. When trust was in the room, whatever room that was — the family room, the schoolroom, the locker room, the office room, the government room or the military room — good things happened. When trust was not in the room, good things did not happen.

If you're a coach, and you don't have trust with players, you've got no chance, and your credibility is zero. And that's why it's so important to tell them the truth. If you have something that you're upset about, tell them the truth. If they're doing something wrong, tell them the truth.

It makes it so much easier to work with people who you can implicitly trust.

Great teams do not hold back with one another. They are unafraid to air their dirty laundry. They admit their mistakes, their weaknesses, and their concerns without fear of reprisal.

I have a rule on my team: when we talk to one another, we look each other right in the eye, because I think it's tough to lie to somebody. You give respect to somebody.

Transparency, honesty, kindness, good stewardship, even humor, work in businesses at all times.

Be honest, brutally honest. That is what's going to maintain relationships.

Trust leads to approachability and open communications.

There must be free and open interdepartmental discussion and consideration of everyone's ideas and opinions. These internal discussions must not be considered an invasion of turf, and must remain private... When everyone is on the same page, trust develops, and teams can grow and succeed together.

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

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

You have to build trust among team members so that people feel free to admit what they don't know, make mistakes, ask for help if they need it, apologize when necessary, and not hold back their opinions.

When team members trust each other and know that everyone is capable of admitting when they're wrong, then conflict becomes nothing more than the pursuit of truth or the best possible answer.

One of Rent the Runway's core values is 'Trust in Everyone's Best of Intentions.' We trust our team.

I want everybody including myself to be working just as hard towards the same goal, and if that's not happening I think it's only right to voice that opinion instead of going into your shell and not speaking about it.

Our best comes out when we have honest discussions.

The NFL is a unique work place. There are no secrets anymore. Technology has taken over, and secrets are exposed. People are going to know what you're all about. You have to make sure you have real honesty in the work place, or you're going to be exposed.

I believe in accessibility. I believe in honesty and a culture that supports that. And you can't have that if you're not open to receiving feedback.

The relationship between a client must be 'we.'

If the employees fundamentally trust the C.E.O., then communications will be vastly more efficient than if they don't. Telling things as they are is a critical part of building this trust.

Constantly probe the people who report to you, and encourage them to probe you.

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 believe that the right thing for us to do, as much as we can and without confusing people, is to talk about how we're doing, the things that are going well but also the things that aren't going well.

In all my public and private acts as your president, I expect to follow my instincts of openness and candor with full confidence that honesty is always the best policy in the end.