Gavin Hood Quotes

Our best comes out when we have honest discussions.

The fact is, employees cannot make breakthroughs if they can't openly and honestly disagree with their peers and their leader. Indeed, great leaders don't just permit conflict; they actively try to elicit it from reluctant employees as well.

But we wanted to work in a way we never had, which was write everything together. We had to face each other in the same creative room, which gets tougher as you get older, because you don't want to be confrontational.

A lot of times, you feel like you're walking on eggshells in a creative environment, because everyone's having to watch out for egos so much of the time.

I think debates are healthy. I think they include more people. And I don't believe most people, if they don't win, are just going to take their ball and go home.

I suppose there are many, but I cannot imagine ever having a more perfect collaboration than that which Penn-san and I shared. It was based upon mutual trust, respect, and a desire to have our own work pushed to new places. And it always resulted in delight.

If you disagree with the way a colleague did something, call him up, invite him out for a coffee, talk about it. But don't do it publicly.

Diverse groups do best at complex problems and innovation when the facts aren't clear: each individual's perspective allows him or her to tackle challenges differently and, when stuck, rely on others' differing points of views to progress.

If you don't hire originals, you run the risk of people disagreeing but not voicing their dissent.

One of Pixar's key mechanisms is the Braintrust, which we rely on to push us toward excellence and to root out mediocrity. It is our primary delivery system for straight talk.

If I'm with people who are really positive and go with the flow, that's when the best ideas come out for me.

I am always thinking that some interesting possibility, some accidental synergy, could occur in a collaboration, and people seem to like it.

The best design teams are not people who are exactly the same...otherwise you're just sitting and telling, 'You're fabulous.' 'No, you're fabulous.'

You really have to try and find a way to communicate [in the Rock and Roll Fantasy Camp], to respect each other's opinions and ideas, to be able to fight for something you feel is better than somebody else's idea.

There will be no name-calling when I disagree with anyone, no disparaging remarks toward anyone, no taking sole credit for collective achievements or blaming others when things go wrong.

When you have a lot of communication, it picks up the aggressiveness with everybody on the court.

If you've got to second-guess talking to a teammate, what you have will never work.

What I like best is sitting in a room together with really smart engineers thinking about a problem.

From collaborating with other people, you make concessions, and those concessions are great because sometimes you are definitely wrong.

Big ideas developed in a vacuum are doomed from the start. Feedback is the essential tool for building and growing a successful company.

I've learned how to trust someone else's ideas with mine.

It's all about communication, culture and competing every day.

Together with Adobe, we're committed to fostering creativity and a culture of teamwork for our shared customers so they can unlock the opportunities of today's rapidly evolving workplace.

When leaders choose to burn bridges instead of build them, they sacrifice their ability to do their jobs.

All of the great teams that I've been a part of, we're holding each other accountable if somebody is doing something wrong you call them out, you let them know. There's no hard feelings, it's all love at the end of the day.