Vijay Shankar Quotes

I love to be directed. They can trust me and go.

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

I enjoy being held accountable, I enjoy holding my teammates accountable and being someone that my teammates can depend on.

You're not going to look at Paul and see him slacking, not carrying his weight. All the other stuff, 'Paul doesn't lead' and all that? That's fine. Go grab guys that lead, then. Let me help them lead.

The main thing for me - as a leader, anyway, is that you perform well. That's most of the battle.

I definitely feel like I can fulfill any role that a team needs me to fulfill.

I'm definitely used to being the centerpiece of a team.

If the players understand and accept that their leader is steering their direction through thoughtful, careful measures, then they will pull together to give the best effort every time.

Trust gives you the permission to give people direction, get everyone aligned, and give them the energy to go get the job done. Trust enables you to execute with excellence and produce extraordinary results. As you execute with excellence and deliver on your commitments, trust becomes easier to inspire, creating a flywheel of performance.

I am not going to be the guy who's not pulling his weight.

I want to be one of the guys, but I also want to be 'the' guy, the guy that can go out there and they can rely on in crunch time. I'm going to be the guy that they know will show up every day, every game, every play and show up on a consistently great level.

At Netflix, we think you have to build a sense of responsibility where people care about the enterprise. Hard work, like long hours at the office, doesn't matter as much to us. We care about great work.

Every team that I've played on, I've either been the captain or co-captain.

When they come here, what we are looking for them to do is step up to the plate, take responsibility and get the big innings, the centuries - or take a lead with the ball.

The things I learned from the army - and I think it was a lesson for life - was how to work in unison with other people. How to take responsibility.

The finest plans have always been spoiled by the littleness of them that should carry them out. Even emperors can't do it all by themselves.

I wanted to trust in my partners and the directors and producers and do the best I can to deliver what I could deliver.

If a guy doesn't work hard and doesn't play well, he can't lead anything. All he is, is a talker.

I mean, you have to be able - you have to have made the commitment within yourself to do whatever it takes to get the job done and to try to inspire other people to do it, because obviously the first rule is you can't do it by yourself.

I think it is important for people who are given leadership roles to assume that role immediately.

My job is to play quarterback, and I'm going to do that the best way I know how, because I owe that to my teammates regardless of who is out there on the field with me.

I don't want the power. When a project is given to me, and I say yes, I'm gonna oblige everybody who has the power to try to make it work.

When you step on the field, you want to be a starter. You want to be the person everybody looks to and says, 'If we need a play to be made, let's go to him.'

In some ways, I admire the principle of a manager who is determined that his team must play their own game.

I knew that to be successful, I had to be more than a scorer. I had to become a leader. It's not about scoring. It's about doing what my team needs me to do.