Marne Levine Quotes

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.

I will always be upfront with the Greek people, so we can solve the country's problems together.

I can't be a hypocrite as a coach because as a player that's what I wanted. I wanted feedback, I wanted communication from the boss. I showed up for work, you can yell at me if you want, but I want input. So that's the kind of coach I want to be.

There are two things people in public life don’t like to say. First is ‘I made a mistake’, and second is ‘I don’t know.’

The mystery is cool, but, at the same time, if I'm trying to empower people, I have to be an open book. You can see my flaws, the mistakes I've made. From that, make your own judgment and move on your own path.

You have to build trust among team members so that people feel free to admit what they don't know, make mistakes, ask for help if they need it, apologize when necessary, and not hold back their opinions.

I really appreciate working with Skip and Stephen A. and value their opinions. There's definitely been growing pains, but I know they have my best interests at heart. Sometimes I make mistakes, and they tell me, but it's tough love, and I want to hear it, and we have natural chemistry on and off the air.

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.

Great teams do not hold back with one another. They are unafraid to air their dirty laundry. They admit their mistakes, their weaknesses, and their concerns without fear of reprisal.

We're building a culture of accountability, trust, and togetherness. Entitlement will not be tolerated

A good cult delivers on its promises. A good cult nourishes the needs of its members, has transparency and integrity, and creates provisions for challenging its leadership openly. A good cult expands the freedoms and well-being of its members rather than limits them.

I believe that the right thing for us to do, as much as we can and without confusing people, is to talk about how we're doing, the things that are going well but also the things that aren't going well.

I find that when you open the door toward openness and transparency, a lot of people will follow you through.

You've got to trust people. And because I am a control freak, sometimes that's difficult for me, because I want to micro-manage absolutely everything. I can't hand over. But I'm trying to do that more.

If somebody thinks I have an integrity problem, then the honest thing to do is to tell me what they think it is and let me address it.

I believe that you should put the right people around you, people that will not let anything go wrong.

The way you build trust with your team is around super-clear communication in that instant when they say, 'I will be sad if you don't do X.' You have to say, 'We're not going to do X, and here's why, and believe me, you'll be much sadder later if I let you go do it and you spend a bunch of time on it and nothing ever happens.'

I have a good team around me. I have people I trust around me. If I go the wrong way, they will yell at me. Just as they have in the past.

Nothing helps make a leader more approachable than admitting your struggles, screw-ups and behind-the-scenes thinking on hard calls. If the leader makes this a priority, the whole company will be more open and methodical learning from failure.

Sure we make mistakes. But point them out and we will correct them. Let's not throw the baby out, though, with the dishes.

I consider it to be the duty of anyone who sees a flaw in the plan not to hesitate to say so.

You need to set a tone at the top that inspires trust - and encourages open and honest 2-way communication. So you hear the brutal facts, and you listen to the good news and the bad news - so that, in the spirit of continuous improvement, you can make changes.

When you have trust, it gives you a better chance to be successful.

I've played for managers who said one thing and did another and players find you out like that. You've got to trust them and they've got to trust you.

I tell guys all the time, you see me messing up, get at me. I want you to get at me.