Richard Edelman Quotes

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

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

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

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.

In the end, leadership comes down to consistency and strong, confident action upon which the team can rely - and this doesn't mean imposing a bunch of rules.

A true leader has to have a genuine open-door policy so that his people are not afraid to approach him for any reason.

In government institutions and in teaching, you need to inspire confidence. To achieve credibility, you have to very clearly explain what you are doing and why. The same principles apply to businesses.

There are so many different ways to lead. The most important thing is to be genuine. To have people around you trust you, trust in what you stand for and who you are. And I think that if people watch you day in and day out and believe in your motives and they believe that you set a high standard for yourself.

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

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.

The single most important ingredient in the recipe for success is transparency because transparency builds trust.

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.

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

One of the best ways to see how critical being present is to effective leadership is to notice what being absent, distracted, hiding something, and/or agenda-driven does to people's ability to trust, respect, and have confidence in you.

It doesn't matter what's written on a coffee mug or on a 'culture' slide; what you do as a CEO, day in and day out, and how you behave will define your company's culture.

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.

My favorite book is 'Speed of Trust' by Stephen Covey.

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.

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

Trust happens when leaders are transparent.

Leaders must display their humanness. Those under their authority must be empowered & have the courage to engage in honest dialogue.

Trust gives you the permission to give people direction, get everyone aligned, and give them the energy to go get the job done. Trust enables you to execute with excellence and produce extraordinary results. As you execute with excellence and deliver on your commitments, trust becomes easier to inspire, creating a flywheel of performance.

If there is such a thing as good leadership, it is to give a good example. I have to do so for all the Ikea employees.

If you look to lead, invest at least 40% of your time managing yourself - your ethics, character, principles, purpose, motivation, and conduct. Invest at least 30% managing those with authority over you, and 15% managing your peers.