Lynn Shelton Quotes

You've got to develop relationships. You can't do things just in a formal context.

I no longer really ever like to be pitched. Instead, I prefer to engage in a relationship as part of learning the other person.

It's important to build trust if you're trying to deal with big things. Big issues require everybody to get outside their comfort zone, and people are more willing to do so if they believe that their partner is sincere in their efforts. And the only way you can do that is to engage them on a personal level.

You've got to build a relationship. You can't just deal with people when it's business. If it is, then you always have to assume that they have an angle when they come at you.

You must develop personal contacts if you want to be successful.

A dinner lubricates business.

It's really, really hard to get in rooms with people you don't usually work with and try to find common ground.

In order to build chemistry you've got to really know one another.

Relationships are personal, even in business, so sharing some of yourself and taking an interest in others helps to build trust and break down walls.

My barometer for choosing a board member is this: regardless of the business, can I make a lifelong friend?

Team members need to learn to leverage one another, and that doesn't happen over a golf game or on a phone. It happens by getting together and taking the time to know each other.

Half the business is done, when one has gained the heart and the affections of those with whom one is to transact it.

Networking is working.

I decided that I was going to stop trying to convince older, more established heads of studios or networks to understand me and get me, and focus more on developing relationships with people who already do.

It has to be the right fit. Coaching is about fits.

Talk to people... everything good I've done has come from conversations with people. Science is a very social phenomenon.

Professional people build relationships by doing the work together.

I'd like to think my strengths are in connecting with people and the relationship aspect of this business.

To get the film in your head on the screen, first you have to take it out of your head and explain it to everyone who is working with you. This will take work and planning.

You tend to do deals with people you have an affinity with, especially at the beginning.

In any field, people want to work with those who they know and trust. It's the same in the Hindi film industry.

Smaller groups of people can establish trusting relationships.

I would say the most important aspect of direction is that you, as a director, and your producer need to be on the same page, the same line of thinking. If that doesn't happen in the beginning of the film, then that will show in the final product 100 percent.

I believe in MWA - management by walking around - so I spend as much time as possible traveling and visiting franchise partners. You only learn by walking around and meeting people.

You're getting to know these guys as people, and as players. You have to develop a rapport. They give me a lot of respect.