Vidal Sassoon Quotes

When I got to the Mavericks people were all giving me advice - change this, change that - and one thing that I didn't do was fire anybody.

People who enjoy meetings should not be in charge of anything.

A president, like a college freshman, can't know in advance which questions he'll have to answer or what topics he'll have to master. He has to be flexible, supple, and responsive. He has to be comfortable with multiple-choice.

As a leader, you have to have the ability to assimilate new information and understand that there might be a different view.

Whenever I go out, so many people who respect me ask me what to do in a certain situation. A lot of times, I didn't know the answers because sometimes I was going through the same sort of thing. But then later on, I would think of things that people told me.

Where no counsel is, the people fall; but in the multitude of counselors there is safety.

I'm willing to sit down with anybody and have constructive criticism.

Leaders listen. Staggeringly well.

I've sat down with Donald Trump in an hour-and-a-half-long meeting with several of the representatives; he was very engaging. He listened to our concerns and our thoughts. I find him very parental.

If you are trying to get people to work on a problem together, it's best if they don't know where you, as the supervisor/manager, stand on the question.

Students who learn to collaborate and negotiate - on Capitol Hill, in the board room, in everyday life - will outperform peers who have higher test scores.

Collaborative decision-making is very poor in crises.

I looked around. As flock leader, everyone was expecting me to make a decision. Jeb's presence here would bring uncertainty, chaos, probably danger. It would perk up my day.

Giving advice was a lot harder than following it.

I still love listening to people's problems. I'm still good at giving people unsolicited advice.

[on Brexit] It's time for change. I just hope the right people give the right leadership.

Most of us are experts at solving other people's problems, but we generally solve them in terms of our own and the advice we give is seldom for other people but for ourselves.

I just was non-political and didn't see myself as a person who could push people around, make their decision, you know, and tell them how lousy their work was.

Great leaders don't rush to blame. They instinctively look for solutions.

The art of effective listening is essential to clear communication, and clear communication is necessary to management success.

I don't know how you can understand other people or yourself if you haven't read a lot of books. I just don't think you're equipped to deal with the demands and decisions of life, particularly in your dealings with other people.

If you're asked something on a movie set and you say 'I don't know,' you lose confidence in every department. What you need to say is 'I'll have that for you in five minutes.'

My career was always about working with people, and understanding issues and problems and helping them to solve those issues and problems. How you deal with people - that's what diplomacy is all about. So while I'm not a career diplomat, many of the skills I had seemed to directly translate into the diplomatic arena.

I'm learning more and more to share creativity with the crew and actors. A film crew is more powerful if you listen to them, but it does make my job more tough because I have to listen.

I'm not a very good advice-giver.