Sean McVay Quotes

We know that in order for us to turn this around, it doesn't matter how many coaches they bring in here, assistants, weight trainers, whoever, we're the ones that are going to have turn it around. And I think just took that responsibility on ourselves.

To be successful in coaching you have to treat your team like a family. The leader needs backing from everyone.

Believe me, you need good people if you want to make good players.

If there is such a thing as good leadership, it is to give a good example. I have to do so for all the Ikea employees.

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

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.

You lead with direction, and you try to lead by example. I try to be there when things are not good and obviously share the spoils of success.

There is no better way to manage than by walking around. Autocracy doesn't work. Talk to people in their offices, find out what's on their minds.

No person will make a great business who wants to do it all himself or get all the credit.

A good leader should focus on making sure everyone is being given the tools to do their job, not just expecting - poof! - that they're going to produce great work.

I'm an owner that tends to absolutely be supportive of a coach and his vision if it's a real sharp and smart vision. I really believe in that.

I think, in terms of corporate philosophy, I've always believed that you've got to treat people in a very very egalitarian manner in the sense I like to treat people on a one-to-one basis. And I like people to take on a lot of responsibilities because I think with a sense of responsibility also comes a sense of purpose.

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.

In 13 years of doing my day job, I've learned a few things about motivating people. It's about setting a vision and, as long as everyone knows why they're doing what they're doing, you achieve that vision.

I trust the people who are working with me. I delegate.

Just imagine how fast, innovative and excellent your business will be once every single teammate - from the janitor to the executive - begins to see themselves as the CEO of their own area of responsibility.

I talked to the players and tried to make them aware of what was good and bad, but I didn't try to run their lives.

I think if you don't give people the tools and the expectations for success, and yet hold them to some value, then you're difficult to work with.

A good leader has to at some point trust those around him; otherwise, nothing constructive is going to get done.

Camaraderie doesn't happen by accident; developing a strong sense of trust, accountability, and togetherness around team goals requires intentional effort.

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 your teammates trust you to make the right play, your confidence is building as every game goes on.

I think that when I start a season, I speak with my players, and I always talk about education and respect. And I demand this, but I give this.

I often ask people what I did wrong in the last meeting, because then others feel they have permission to own their mistakes, too.

Getting the best out of your best players gets the best out of the team.