James Stockdale Quotes

I don't have problems with people, because if I do, I address it.

I was the type of person that would show a PowerPoint presentation about why I should do something versus crying and screaming over it.

Leaders of the future will have to be visionary and be able to bring people in - real communicators. These are things that women bring to leadership and executive positions, and it's going to be incredibly valuable and incredibly in demand.

I have a talent for dealing with difficult men.

I don't fight with people - like, I can barely fight with my husband because I'll just start crying instead.

If you're yelling you're the one who's lost control of the conversation.

There are leaders vocally, and there are leaders by example. I think I'm starting to become better at being a leader vocally, just talking on the court.

I bring values, resiliency, a thick skin, and I'm not afraid to be confrontational. I don't remember anyone before bringing that to the table.

I'll tell you something: my dad was a nuclear engineer and he was really bright, and I've always said that because of negotiating at such a young age with my dad, it was really such a gift because I could then negotiate with very difficult personalities - and not end up being the scapegoat. I learned to really pick and choose my battles.

I'm much more indecisive and a people-pleaser than someone who's willing to step into the firing line.

Models need to learn to speak up.

A director must be patient and unflappable. I think I was always pretty relaxed. I don't find shooting as traumatic as some directors do. Some hate it. But you also have to be strong-willed and persistent enough to get what you want.

I can sit in the boardroom and battle it out, step up and be a project manager, take risks, and put my ideas alongside anybody's.

I'm very tough. Come to a council meeting, and you'll see it.

I believe that it's important to not just shy away from confrontation.

A black woman's handbook in this industry is, 'Whoa.' The chapter on 'Don't go there.' The chapter on 'How to say that nicely,' how to express that you don't like something so that you don't lose the opportunity - which is what we're doing all day long.

I'm not aggressive by nature and it was tough for me to make the transition to directing.

I've had to relearn how I work with people so that if and when I do avoid different things I don't send any messages in doing so.

I have several times made a poor choice by avoiding a necessary confrontation.

My career was always about working with people, and understanding issues and problems and helping them to solve those issues and problems. How you deal with people - that's what diplomacy is all about. So while I'm not a career diplomat, many of the skills I had seemed to directly translate into the diplomatic arena.

I think the job of leadership is to expand what can be talked about and to get consensus on the nature of the problem, and that is most of the job. Because once you do that, once you have diagnosis, treatment options are obvious.

I haven't had vast amounts of ministerial experience - in fact, none at all. But I do have a lot of experience of people.

I think it's hard, when you're someone who likes to please people, as I am, to be a boss. I had to learn how to rein myself in and not terrify people.

Nowadays, if you are afraid of confrontation, you are not going to do very well.

A C.E.O.'s job is leadership, problem solving, and team building. I've done that my whole career.