Brooke Sweat Quotes

On great teams - the kind where people trust each other, engage in open conflict, and then commit to decisions - team members have the courage and confidence to confront one another when they see something that isn't serving the team.

I try to do my best to trust my teammates and make plays at the same time. I'm not the greatest at it. But I'm learning.

Some people get on better with some than others but what is absolutely crucial is that everyone knows their roles and responsibilities and trust that your team-mate is going to do their best for the team.

So if the players trust the coach, it's not a problem. If the players don't trust the coach, it is a problem, and vice versa.

Climbing has worked for me in a number of ways on Capitol Hill. I'm much more inclined to look at what people do, as opposed to what they say. Also, it's about working together - we're all on the rope together, and you don't get to cut the rope if you're not getting along with someone.

If the players don't trust the coach, it is a problem, and vice versa.

I believe you can work with anybody.

I've played sports pretty much my whole life, and that teaches you how to work with anyone, whether you like that person or you don't, and whether you get along with them or you don't. The circumstances don't matter. Team work is part of life.

When you form a team, why do you try to form a team? Because teamwork builds trust and trust builds speed.

Something goes wrong, I yell at them -'Fix it'- whether it's their fault or not. You can only really yell at the players you trust.

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 think any time you have a super team, whether it's all men or all women or both, what you have are people with very unique strengths that aren't always totally compatible.

I like to look at how people work together when they are put into stressful situations, when life stops being cozy.

We're always working on our communication, which is something that's important. Instead of going through managers to discuss things, we will sit down and have meetings about things. That's a process. And you have to be able to be honest with each other as much as you can.

I think people always assume that every team has great intangibles, and that's not necessarily right.

Sometimes you just have to be willing to delegate and not feel like you're the only one with the answer.

There are interesting tensions that will naturally occur with any relationship. No matter what setting, what era, the tension is very, very real. It's basic human tension.

Always, at a big team, there's very hard competition.

I think different teams have different challenges as you go through.

As you develop relationships in your team you have to learn how your teammates react to being yelled at or how to put your arm around them and show them how to do things. You have to build those relationships up and understand who that person is and how they respond and choose your way to lead them to hopefully help everyone out.

Even without tactical discipline, what is important for a team is having players with maturity and a sense of responsibility.

Good teams have more fun. Bad teams have more characters.

We don't need a psychologist with the Dutch team; we are grown-up men. The ones who have a problem with other players or the manager should tell them face-to-face. That is the only psychology we need.

A good team needs time to play together.

In this job, you accept criticism and give answers on the field.