Brian Chesky Quotes

At Under Armour, we've created a very strong culture, a culture that first and foremost is built on people.

We live by our values at Levo. We began by surrounding ourselves with passionate, values-driven people who had their intentions in the right place, and learned that like attracted like.

I believe in the power of a positive, high-performance culture, which begins with strong ethical values at the core.

Good teams are built on good values.

In life, you don't judge people on how they are at home, you judge them on how they are at work.

We help ensure that Zoom is made up of caring people starting with the hiring process. At that point, we evaluate candidates on whether we believe they can embrace the value of Care and deliver happiness for others.

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

I believe that everyone in a company should pitch in to foster a culture of ownership and respect. At KIND, this belief translates to everyone being in the trenches - from team members just starting out to executives who have been with the company for years.

Being the captain is a great privilege and a responsibility to lead a great group with different cultures.

Our commitment to integrity, our commitment to diversity and inclusion, to respecting our teammates - that's what makes this business work.

Positive culture comes from being mindful, and respecting your coworkers, and being empathetic.

Good leaders make people feel that they're at the very heart of things, not at the periphery.

We will ensure that associates continue to possess unsurpassed product knowledge and maintain their dedication to customer service and respect for their colleagues and for the communities in which they work and live.

I want Infosys to be a company which is globally respected and in where people belonging to different nationalities, races and religious beliefs will work with intense competition but utmost courtesy, dignity and co-operation in adding greater value to our stakeholders day after day.

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.

It's about communication. It's about honesty. It's about treating people in the organization as deserving to know the facts. You don't try to give them half the story. You don't try to hide the story. You treat them as - as true equals, and you communicate and you communicate and communicate.

I think the outside world can learn a lot about how to act by watching a major league clubhouse. I don't think you want to do everything the same, but there's a lot of things I think people could learn from.

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.

Every Uber employee should be proud of the culture we have and what we will build together over time.

I think you learn something from everybody that you've worked with. I really learned how to behave on set through the people that I worked with, like the importance of being on time and the importance of being professional. I don't bring my cell phone on set; I leave it in my trailer.

I have no problem working with anybody as long as they are efficient and their intentions, their philosophy, their ideology are clear.

My office has no walls. You can't be removed from your team to be successful. You have to be respectful of others.

You'll get the maximum potential out of everyone on your team when you create harmony, when you treat each employee well.