Terry Francona Quotes

Exceptional employees don't possess God-given personality traits; they rely on simple, everyday EQ skills that anyone can incorporate into their repertoire.

I've become a lot more tolerant; I think before I talk. I can take a lot now. I don't get as angry as I used to. Whenever I do, I channel my anger into my work.

Most of us have jobs that require some handling of other peoples' feelings and our own, and in that sense, we are all partly flight attendants.

I have no way of knowing how people really feel, but the vast majority of those I meet couldn't be nicer. Every once in a while someone barks at me. My New Year's resolution is not to bark back.

Getting angry doesn't solve anything.

At AT&T, I learned an awful lot about people, and how important it is to have the right people in the right jobs. And when I say 'right people,' I'm not talking about their college degree or work history; I'm talking about things like bearing - How does this person interact with other people? Can he or she talk to you and not tick you off?

Emotional intelligence is a very important skill set, not just to be happier but also to succeed professionally.

I was forced, more or less, to go to anger management. I was either going to make myself and everyone around me miserable, or I was going to realize that there's more than one person on this Earth. It definitely has made me a better person.

I've learned so much whether it was, I played a lot of team sports, so being part of a team, learning how to be a leader on different teams, and how to deal with the ebb and flow of different games.

People don't realise how difficult it is to work with people day in and day out that know absolutely nothing.

As a goalkeeper you need to be good at organising the people in front of you and motivating them. You need to see what's going on and react to the threats. Just like a good manager in business.

Motivation aside, if people get better at these life skills, everyone benefits: The brain doesn't distinguish between being a more empathic manager and a more empathic father.

Courage means to keep working a relationship, to continue seeking solutions to difficult problems, and to stay focused during stressful periods.

I don't think you should always stay calm in a tense situation, because you might not ever confront the problem. Maybe it's better to actually let yourself be tense - and find a solution.

As a manager, the more consistent you are, the better off you are. It's easy to be up when things go well. When things don't go well, the players will follow your lead. So you have to be consistent and upbeat, which takes some work sometimes.

I think the only time I show my emotions and anger is on the cricket field; otherwise, I've mellowed down. And with age, I think, with age you always end up mellowing down.

If something happens, you have to realize that you can't just yell at people all the time.

Many activities and team play participation will give you a training that will prove invaluable later on in life.

Eighty to 90 percent of success in a company has nothing to do with business at all - it's all personal.

I was raised that way: don't get mad, get smart.

My dad probably gave me the best advice growing up. I think it's really just keeping your cool in situations and learning to balance everything.

I got even with all the bad management I had by being a good manager.

By doing, you become employable. It doesn't matter what the job is; by working, you learn new things, meet new people and are exposed to new ideas.

A good part of my leadership skills is crafted from learning from experiences early in my career that were not positive experiences.

We might be too proud to admit it as guys, but we still need to learn how to manage responsibility, how to face our challenges.