John Stumpf Quotes

I start with the premise that the function of leadership is to produce more leaders, not more followers.

One of the lessons of leadership worth emphasizing is that you want to get to know other great leaders and take their advice. At some point in your development, it's only people who've been in the seat of having to be leaders who can help you in a deep way.

I think I just pick really smart and motivated people to work with - people who are probably going to do great things anyway - and I just teach them what I know, maybe teach them how to think a little clearer than they did before, and then off they go.

The best way a mentor can prepare another leader is to expose him or her to other great people.

This whole thing's about development. Not only are we trying to develop players, we're trying to develop ourselves.

The best way to find a balance between doing your best and showing that you're ready for more is by developing other people. As tempting as it is to hoard knowledge, don't. Instead, make certain that there are others who know how to do important aspects of your job.

I try to find, celebrate and teach leaders how to build platforms that will inspire others.

The function of leadership is to produce more leaders, not more followers.

I want to be known as someone who develops individuals, not just companies.

I've just been around a lot of just quality coaches that I've learned from.

Even your most talented employees have room for growth in some area, and you're doing your employee a disservice if the sum of your review is: 'You're great!' No matter how talented the employee, think of ways he could grow towards the position he might want to hold two, five, or 10 years down the line.

No matter how good you think you are as a leader, my goodness, the people around you will have all kinds of ideas for how you can get better. So for me, the most fundamental thing about leadership is to have the humility to continue to get feedback and to try to get better - because your job is to try to help everybody else get better.

We do very little re-writing in the office. We often take on people who show great promise and who we hope will develop into somebody important and someone good.

I have spent a lifetime watching kids make mistakes because they were not trained or well led or properly motivated to do well. I never faulted the kids; rather, I saw opportunity to train, to motivate, to improve leadership - not to punish the individual.

I have worked for a lot of really great leaders and mentors that I felt provided me, along with many of my peers - many of them women - opportunities.

If I were a young coach today, I would be extremely careful in selecting assistants.

Average leaders inspire people to punch a time clock. Great leaders inspire industry and passion.

Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.

I'm just trying to be the best I can be. I try to surround myself with people who are strong in areas I'm weak. Which is why I have such a big staff.

Leadership is not about you; it's about investing in the growth of others.

I do believe in teamwork, and I think it's very important, especially for a woman, because if you don't have a good team, then you cannot step out if you need to.

You always want to improve, learn from the veterans on the team.

Many times, my role was to work as a link between the coaches and the players; it was to be a leader. That was something natural for me.

I remember the first couple of years when I was coming up through the ranks, some of the old-timers would take me aside after the match and critique me.

I think there is a lot of experiences you have in coaching, and if you learn from the experiences as you go through them, whether it's as a coordinator or position coach, a quality-control coach, a head coach, whatever it might be, and you learn from those mistakes you make.