Gavin Creel Quotes

Organization, not machine. Get that. Organization, not machine.

I wouldn't ask any of my employees to do anything I wouldn't do. And I work as hard, if not harder than the rest of the staff, to set an example. I also believe in giving my employees a lot of room to be creative and to express themselves.

I love to be directed. They can trust me and go.

The idea of being in control for the sake of control is not really important to me. If everyone is sharp and doing what they're doing well, you don't really need to be in control all the time.

I would say I'm 90 percent collaborative in everything I do, and 10 percent of the time I just make the call.

I'm very good at delegating - people work much better when they have a real sense of responsibility. But at the same time, I don't like surprises. I don't pore over every shoot, but I do like to be aware at all times of what's going on.

When you empower people you sign up for a life of uncertainty and change.

I try to direct myself the way I direct the other actors who come on my show.

In terms of leadership, you've got to allow for people to be amazing and to contribute in a way that's meaningful. You can't hold on so tight that people don't get a chance to do what they do best.

I think it's being able to do both, obviously being able to play your role in the team and those responsibilities but also being able to have that freedom... to express yourself in the way that you play.

I need to have a great deal of control and the ability to share my control with my collaborators and grant them the freedom and the quality of work I think these people deserve. If I don't have those elements, I walk away.

It is urgent to shift from a traditional, authoritative, rote educational approach to a project-based and experiential approach. Specific hard skills are fundamental, but is even more important that students 'learn how to learn' and focus on crucial soft skills such as flexibility and the ability to adapt to change.

Good direction is often based on the ability to communicate.

One thing I am is a leader and if I'm not allowed to lead, then I have to follow. So then I want to be the best follower that I can.

I'm not a micromanager. I don't believe in that.

I let the coach do his job.

Rule books tell people what to do. Frameworks guide people how to act. Rule books insist on discipline. Frameworks allow for creativity.

If the players understand and accept that their leader is steering their direction through thoughtful, careful measures, then they will pull together to give the best effort every time.

If the right people do the right things, we can walk, we can have a future. But if people don't put time into it to make it run in a right way, I don't think your team will work.

I like to think that we've got a plan, so let's stick to it. That said, once we've stuck to it, we're allowed as much improvisation as anyone cares to indulge themselves in.

I love working with the quartet. I have more freedom and flexibility.

I love to be directed, and I can glean something from almost anyone.

The manager asks how and when; the leader asks what and why.

I have a strong sense of responsibility. I like to be directed, it's true. If I didn't like that, I'd do something else.

I am a collaborator with everyone who agrees that I need to be in control. I happily collaborate with my loyalists.