Helmut Kohl Quotes

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 you can't get along with the head of the government with which you are working, you won't get anything done—nothing!

There is no way for two leaders to function together at any one time

I like Mr. Gorbachev; we can do business together.

I worked with the Nato Military Committee. The Head of the Luxembourg Armed Forces had equal standing with me, and I had to respect that. He was the leader of the armed forces of a sovereign country. I had to make sure he never thought that I was looking down on them, merely because they had less power than we did. With that kind of approach you can develop bonds of trust. I tried to do the same thing with my colleagues when I was Secretary of State.

We don't always agree on stuff, but when it's time to blow the whistle and start the game, we're not still debating.

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

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.

Don't organize in the spirit of antagonism; that should be beneath your consideration.

When two men in business always agree, one of them is unnecessary.

Businesses that run well are almost like marriages. Everything has to be up for discussion, or there will be real problems.

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

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.'

It's critical that the manager has the respect of players so he can make the moves that he feels is appropriate without having somebody go to the papers. They respect you. So you respect them back.

A family needs to work as a team, supporting each other's individual aims and aspirations.

You cannot work with men who won't work with you.

You've got to have confidence and trust in your cast. You have to have confidence and trust in your director, in your editor. It's such a team effort; I really think you have to pull yourself out of it and just trust. I think the number one thing you can do is just trust everyone around you.

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

I would like to say that no man ever was given finer cooperation than that given me by President Truman.

You have to work with people you really love.

We welcome, we welcome this good cooperation between Russia and NATO.

When one guy undermines the other, it only causes trouble, and the team isn't successful. It's very important for both of us to accept our role and help the team. One guy can get hot, and if that's Alex, I'll support him and help any way I can.

I can only say that I have good personal relations with all secretaries of state with whom I have a chance to work.

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 always thought of myself as being part of a family and sharing and, yes, leading, but not forcing people to do anything.