Mindy Grossman Quotes

As far as employees are concerned, clearly I like to communicate with them, since we are more than 40,000 people. I like to communicate either through e-mail or through video conferencing, which we do very often, and stream out videos and interviews. But more than that, I believe in traveling to my branches.

The organization reflects the behavior and characteristics of the CEO, and that establishes the culture. Foster an environment of open communication, and the organization inherits a culture of open communication.

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

'Lead with LUV' is the first book I've ever done that's just a pure conversation between my coauthor and me.

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.

There is no better way to manage than by walking around. Autocracy doesn't work. Talk to people in their offices, find out what's on their minds.

To me, governing is communicating. That facilitates the whole job because I can listen, I can hear what people have to say, and at the same time I can let them know what are we working on, what is our strategic line, and where are we going.

An approachable and authentic CEO is essential to fostering a high-performance, open communications culture.

Good leadership is leadership that shows vulnerability.

I want to make sure there are no gatekeepers at the AG's door, and that anybody in the Department - they may have to come relatively late in the evening, just judging by the schedules to date - but if somebody has suggestions for how to make this a better department, that they know I am available.

I believe that Attorney Fortuno has some styles that it seems to me are going to foster dialogue and good communication, and I hope I am not mistaken.

I've learned that it's important to listen to employees at all levels, to engage them, to empower them. Whether you're a first-line supervisor or the head of an entire agency, you should be asking career staffers, 'What do you think?'

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.

Engagement and integrity are the two most fundamental aspects of building trust; lead from the front by evolving your company strategy, then live your values every day.

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.

Distributed workforces are most likely to succeed if their culture is one that values and prioritizes face-to-face communications.

I'm the kind of leader who would try to have honest and difficult conversations.

Something as simple as transparency is really scalable because it quickly impacts the culture. And the culture is something everyone feels. If upper management is really transparent with everyone, that has this amplifying effect. Then you tend to attract players who operate that way, on the same wavelength, and coaches and fans.

Sometimes players are very fed up with my communication, but that's what I do, and they know how I think. But they know I am very transparent.

Sometimes, I think my most important job as a CEO is to listen for bad news. If you don't act on it, your people will eventually stop bringing bad news to your attention and that is the beginning of the end.

Communicate everything you can to your associates. The more they know, the more they care. Once they care, there is no stopping them.

There is an intimacy and trust that is needed between leaders, between their assistants and advisers. Usually, you have the real substance behind closed doors; and the press conferences, you have niceties, nice photo ops.

Filmmaking is all about people management.

I am all about teams. I think I have probably got a reasonably relaxed style as a senior leader, I am pretty demanding, I am known as tough, not a soft touch, but I try to be friendly and I want my staff to feel they can come up and chat to me.

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