Isa Guha Quotes

You're getting to know these guys as people, and as players. You have to develop a rapport. They give me a lot of respect.

You can be the best manager in the world, but if the players don't trust you, it will never work.

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.

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've had five managers, and I've played with all of them.

Respect is the most essential thing about captaincy. Respect between the captain and players is important. It is give and take.

I'm learning more and more to share creativity with the crew and actors. A film crew is more powerful if you listen to them, but it does make my job more tough because I have to listen.

People say you can't go out and eat with your players. I say why not.

If the players don't trust the coach, it is a problem, and vice versa.

I believe you can work with anybody.

Leaders understand the ultimate power of relationships.

I've always just tried to treat people with respect, build relationships with players and coaches... build a trust.

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've played sports pretty much my whole life, and that teaches you how to work with anyone, whether you like that person or you don't, and whether you get along with them or you don't. The circumstances don't matter. Team work is part of life.

I've learned several lessons over the years. First, never take yourself too seriously, or work is boring. Next, people make the difference. You can have great technology, but if it's not complemented by great people, it won't go anywhere. Finally, customers buy from people they like.

It's part of the fun of it to work with strong personalities.

I guess I work well with others I handle younger actors well.

You have to get along with people, but you also have to recognize that the strength of a team is different people with different perspectives and different personalities.

I've had teammates I didn't get along with, who hasn't? I've never had a teammate call me a bad guy, while he was my teammate, and if he did when I was gone what kind of teammate was he anyway?

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.

What I learned from directing, I learned from soccer, where it's like a coach-player relationship.

I think that people who have played sports have an ability to relate to people because when you're playing you have to work on teams and with opposing players.

In a leadership role in Iraq and in running my own business, what I've learned is if you don't listen, you're going to strike out. You're going to fail miserably. The people you work with have got to know you're engaged and you're listening.

I think any time you have a super team, whether it's all men or all women or both, what you have are people with very unique strengths that aren't always totally compatible.

I think sometimes when it comes to sports, and especially relationships between players and coaches, that people lose track, lose a sense of reality.