Abel Ferrara Quotes

You can't just throw people at all your problems, dear.

When you get talented people together with egos, this is kind of what happens.

Companies don't have ideas; only people do. And what motivates people are the bonds and loyalty and trust they develop between each other. What matters is the mortar, not just the bricks.

Team members need to learn to leverage one another, and that doesn't happen over a golf game or on a phone. It happens by getting together and taking the time to know each other.

You have to learn how to care about people without taking on all of their problems.

A lot of making a movie is the comfort level of the people. It's just feeling open. We need to get along. We have to know something about each other.

... Really get to know and establish relationships with your teammates because they are your new family and they will be the ones there for you when anything goes wrong.

Achieving vulnerability-based trust (where team members have overcome their need for invulnerability) is difficult because in the course of career advancement and education, most successful people learn to be competitive with their peers, and protective of their reputations. It is a challenge for them to turn those instincts off for the good of the team, but that is exactly what is required.

I can mostly laugh at myself and this whole mess called "Linux developers," which means that I get along with most people and most people get along with me.

Fortunately or unfortunately, the one predictable thing in any organization is the crisis. That always comes. That's when you do depend on the leader: The job of the leader is to build an organization that is battle-ready, that has high morale, that knows how to behave, that trusts itself, and where people trust one another.

People are more difficult to work with than machines. And when you break a person, he can't be fixed.

The best way to know people is to work with them.

I get off on the interaction with people, and I love the chess of a movie and particularly - not only in preproduction or in production or postproduction - the behavioral chess. That is, learning and being humbled by and also teaching certain people certain things. I love that. As a producer, you have an opportunity to see the whole and bring people together.

The people that you work with are, when you get down to it, your very best friends.

I'm not good at having friends. I mean, I can make myself useful to people. I can fit in. I get invited to parties and I can sit at any table I want in the cafeteria. But actually trusting someone when they have nothing to gain from me just doesn't make sense. All friendships are negotiations of power.

I think maybe the most important thing that I or anybody at my company and any of my colleagues can do is establish a trusting, productive, collaborative relationship with creative people.

The system that people work in and the interaction with people may account for 90 or 95 percent of performance.

With any job the main thing that makes the job is the people.

Sometimes chemistry does the trick, and other times, you have to forge that with the people.

The deeper your relationship with others, the more effective will be your leadership. People will not follow you if they do not trust you, and before someone will lend you a hand, you must first touch their heart.

You have to kind of shift the way you look at life when you're in a group of people that you work with. It's not so much, do they make you feel good when you're around them all the time; it's how can you make everyone feel comfortable together.

Visualize a wagon wheel as a complete team. A leader might be the hub of the wheel at the center. Now suppose the spokes are the connecting relationships the leader is building with people on the outer rim of the wheel. If the hub is removed, then the entire wheel collapses. In a situation like that, if a team loses the leader, the entire team collapses.

Westerners have aggressive problem-solving minds; Africans experience people.

I think I become close to the people that I work with.

That's the most important thing, to get along with people. When you feel like you click with them. That's more important even then what their background is or what they've done before, how good they are, how new they are or whatever. All that stuff is really secondary to just getting along with the person.