Jim Mattis Quotes

I always focus on team building - both in office and at home.

Truly human leadership protects an organization from the internal rivalries that can shatter a culture. When we have to protect ourselves from each other, the whole organization suffers. But when trust and cooperation thrive internally, we pull together and the organization grows stronger as a result.

Most management systems have to do with establishing trust and getting people to cooperate. They're not really about expertise or science.

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.

I've always been a good ensemble player.

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

I believe you can work with anybody.

I'm always learning from experiences because each one is different and there are different players involved in the project at the time with their own way of doing things.

I played on teams with 24 guys pulling the rope one way and one guy pulling the other. I've seen how destructive it can be. I tell them, 'If 13 of you are insanely successful and one fails, we all lose.'

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.

I think one of my strengths is that I can always take advice, and I can delegate. I know a lot of people feel the need to do everything themselves, but I am not one of them.

I enjoy working with people. I understand that as a necessity. And clearly that's something that develops as you get older. And I've grown into that.

You have to work with people you really love.

There are leaders vocally, and there are leaders by example. I think I'm starting to become better at being a leader vocally, just talking on the court.

I play well with everybody.

One thing for me that modeling definitely did was that you go to do a different job every day, and you are working with a completely new team of people. You have to learn how to talk to people and how to creatively achieve the same goals. I think it just hones your people skills.

If you hire only those people you understand, the company will never get people better than you are. Always remember that you often find outstanding people among those you don't particularly like.

Not only capacity and talent in the administration, but also a perfect heartfelt cordiality among its members are essentially necessary to command the public confidence.

When you empower people you sign up for a life of uncertainty and change.

I came to believe that a leader isn't good because they're right; they're good because they're willing to learn and to trust.

It was a stroke of luck that there were about four to six leaders in power in the mid-'80s who really trusted one another and could really make things happen.

My role at Lockheed Martin puts me in contact with extraordinary leaders in many fields - from science and engineering to philanthropy and government. And since we also work closely with our nation's armed forces, we tend to reflect a lot on leadership and how we can inspire successful teamwork, cooperation, and partnerships.

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

I've had deals over the years where I just haven't had good chemistry with the person across the table from me, so I've said to one of my brothers, 'You know what, you will be more effective than I will.' And that takes a level of confidence.

I think my biggest achievement was being part of a team of outstanding, entrepreneurial military leaders and civilians who helped change the way in which America fights by transforming a global special operations task force - Task Force 714 - that I commanded.