Peter Hedges Quotes

I surround myself, not with yes men, but people who have their own ideas and are on board with with I want to do.

If you have a culture of respect, creativity flows. You create this energy, and then people have more desire to take risks.

A company is stronger if it is bound by love rather than by fear.

I don't put others down; I talk my team up.

If you give orders and explain nothing, you might get obedience, but you'll get no creativity. If you tell them your purpose, then when your original plan is shown to be faulty, they'll find another way to achieve your goal. Explaining to your men doesn't weaken their respect for you, it proves your respect for them.

Constant, gentle pressure is my preferred technique for leadership, guidance, and coaching.

That's how you get a performance - they put trust in you.

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.

Hire people who are smarter than you, and don't be afraid to work with them as partners. Make it clear that you plan to learn from them, not just the other way around. The right, smart, motivated people respond very well to that approach, particularly coming from a younger manager like I am.

As a leader, these attributes - confidence, perseverance, work ethic and good sense - are all things I look for in people. I also try to lead by example and create an environment where good questions and good ideas can come from anyone.

Organizations that can diminish fear are those that are able to motivate, create, and innovate.

How do you make people do the best work? You make them feel comfortable, so you can feel comfortable - and then you can have a really good ballgame!

One of the things I'm adamant about as a bandleader is not micromanaging. I'm an advocate for the concept of allowing everyone to be fully vested in what they're doing, so everyone contributes whatever they're inspired to contribute.

Leaders lead. They don't divide; they don't create a climate that is poisonous.

I like being in a collaborative and respectful environment. When you're in an environment spearheaded by ego and fear, it's the death of creativity.

If you're a coach, and you don't have trust with players, you've got no chance, and your credibility is zero. And that's why it's so important to tell them the truth. If you have something that you're upset about, tell them the truth. If they're doing something wrong, tell them the truth.

It would be a joy for me if someone who was working with me became a big success.

Leadership requires a blend of strategy, persuasion, inspiration and motivation. It is based on respect more than fear.

There is something about me that is collaborative, that wants to get the best performance out of somebody else or to hear something that somebody else has done that's good and to try and make it great.

When you work for the Coens, they are so fun and so organized. They treat everyone with such respect.

I always talk to all the crew. I always make it pleasant. I always nurture a relationship that makes people feel like they're important, like they're a part of the collaboration. I feel that way about the young actors on set. I don't talk to them like I'm the mentor; I talk to them like they're my peers. And I learned that from Meryl Streep.

You can get the best out of people if they're happy and not worried or not frightened that they're going to make a mistake.

Unless and until you inspire the people, you will not get results. Imposition will never give you the results. Inspiration will always give you the results.

It was a really empowering thing playing with Golden State, because they let the players play and they let the players communicate and they let the players decide things.

The best kind of accountability on a team is peer-to-peer. Peer pressure is more efficient and effective than going to the leader, anonymously complaining, and having them stop what they are doing to intervene.