Peter Levine Quotes

At Under Armour, we've created a very strong culture, a culture that first and foremost is built on people.

Engagement and integrity are the two most fundamental aspects of building trust; lead from the front by evolving your company strategy, then live your values every day.

Values can set a company apart from the competition by clarifying its identity and serving as a rallying point for employees. But coming up with strong values - and sticking to them - requires real guts.

If values matter in an organisation, you have to be prepared to act consistently.

Leaders must exemplify integrity and earn the trust of their teams through their everyday actions. When you do this, you set high standards for everyone at your company. And when you do so with positive energy and enthusiasm for shared goals and purpose, you can deeply connect with your team and customers.

I have the greatest respect for Chief Harteau. I was a very firm supporter of hers when her nomination was brought forward, and I think that her goals and values are in line with mine when it comes to the Police Department.

We live by our values at Levo. We began by surrounding ourselves with passionate, values-driven people who had their intentions in the right place, and learned that like attracted like.

The organization reflects the behavior and characteristics of the CEO, and that establishes the culture. Foster an environment of open communication, and the organization inherits a culture of open communication.

Something as simple as transparency is really scalable because it quickly impacts the culture. And the culture is something everyone feels. If upper management is really transparent with everyone, that has this amplifying effect. Then you tend to attract players who operate that way, on the same wavelength, and coaches and fans.

There are too many countries where the values we take for granted in our civil servants simply do not exist. Seeing these values in action, applied with dedication by hardworking individuals, makes me proud to lead a service that is making life better for millions across Britain.

If the employees fundamentally trust the C.E.O., then communications will be vastly more efficient than if they don't. Telling things as they are is a critical part of building this trust.

Before I started a company, I was an employee with a bad attitude. I was always felt like, bosses are stupid, and people weren't well treated.

I think trust is primarily built through relationships, and it's important because it's the foundational currency that a leader has with his team or his followers.

My approach is that you have to earn the respect of people you work with.

And one of the most important values of Barack Obama is that he will always level with the American people.

A true leader has to have a genuine open-door policy so that his people are not afraid to approach him for any reason.

Being a good leader requires remembering that you're there for a reason, and the reason certainly isn't to have your way. High-integrity leaders not only welcome questioning and criticism - they insist on it.

I think our leadership team is a highly accountable leadership team.

There are so many different ways to lead. The most important thing is to be genuine. To have people around you trust you, trust in what you stand for and who you are. And I think that if people watch you day in and day out and believe in your motives and they believe that you set a high standard for yourself.

I learned my first lesson at the Walt Disney Company about not being able to trust my associates.

History has shown that one cannot legislate a culture of integrity. And yet, one of the paramount responsibilities and challenges of corporate leadership is to ensure such a culture.

Public hangings are teaching moments. Every company has to do it. A teaching moment is worth a thousand CEO speeches. CEOs can talk and blab each day about culture, but the employees all know who the jerks are. They could name the jerks for you. It's just cultural. People just don't want to do it.

Work hard to achieve integrity in your work and your relationships with the people you work with.

[Richard Nixon was:] The greatest moral leader of the last third of this century.

Culture is a thousand things, a thousand times. It's living the core values when you hire; when you write an email; when you are working on a project; when you are walking in the hall.