Rick Rubin Quotes

I always have a ping-pong table in the studio. If you're with an artist and you notice the situation is going south a little bit, it's like, 'You wanna play ping-pong or foosball?' Or, 'You wanna go grab somethin' to eat?' And then you just like talk to them and relax them and get them comfortable and get yourself comfortable.

Women often are so focused on getting their jobs done well that they forget that building relationships is a key part of being a leader - and increasingly so, the higher you go.

All good leaders are connectors. They relate well and make people feel confident about themselves and their leader.

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

I never set out to be CEO. I always set out to be a good team member, a good colleague.

I think a good director is a good listener.

I don't put together cars, I put together people.

Good leaders need to be able to connect to all of those around them. This is especially true at Whole Foods, where we have a very team-oriented culture.

I think that they had afforded me many opportunities to do good work there, and I think I did. It was a wonderful four years. I really worked with some great people, terrific producers, terrific editors.

So many people have said this, but it's true: 95 percent of what I do as a director is casting and getting people who can bear the load of what you're asking them to do and creating this emotionally safe environment.

Shadowing is really a great way to learn how the entire TV-making mechanism works. I had the distinct pleasure of shadowing the gifted and talented Allison Anders, who taught me a great deal about the importance of collaboration and trusting the talent around you.

Regarding managing people, I am lucky to be surrounded by good, smart friends, some of whom own their own companies or have worked in ones and can lend experience.

I like working with new and young directors.

I learn so much from Sean McVay every single day that I'm around him.

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.

One thing I've learned is I really want to work with people.

My driving force in this business is to create and build great men, and to do that, you have to have great relationships.

Almost everything in leadership comes back to relationships.

I was a pretty good coach and working with marketing was like coaching.

I think that I've learned to relax, and trust in and hire very talented people, and trust in their abilities a little more.

I've always surrounded myself with talented people, both in film and in business.

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

The smartest thing a director can do is surround himself with really good people.

My mum always told me 95 per cent of success was partnering well.

I believe that working with good people matters because then the work environment is good. If there is a sense of respect and belief among the people you work with, that is when good work is done.