Luke Shaw Quotes

At first, it was hard to sit down and read the things that people were saying. A lot of people would've worked their way up to this position and would've gotten a thick skin over a few years' time. For me, though, all this happened in a few months.

There's a lot of criticism in this job and what we do. It's in front of everybody and for everybody to have their own opinion about what we do. Don't be in this position if you can't handle that criticism.

You do have demons throughout the week; every coach does.

I think it's very hard for coaches to work with me. They'll no doubt have a good CV afterwards, but at the same time they're under a lot of pressure.

When I on set as a director I crazy. My temper is not that good.

Daniel Goleman has proven that two-thirds of the success in business is based upon our Emotional Intelligence as opposed to our IQ or our level of experience. As we look for the next crop of future CEOs, maybe it's time for America's corporations to start interviewing grads from the psychology master's programs rather than the M.B.A. programs.

In Boston I got to a point where I thought I was putting out fires more than being a baseball coach. And some of it was my fault. I was getting stubborn. My fuse was a little shorter than it needed to be. And that helps nobody.

A good part of my leadership skills is crafted from learning from experiences early in my career that were not positive experiences.

I enjoy going to work and having a good time. It's tough when you got to work with people who just are in a bad mood all the damn time.

It's very rare that I get really upset about something my assistants have done.

Exceptional employees don't possess God-given personality traits; they rely on simple, everyday EQ skills that anyone can incorporate into their repertoire.

There were so many lessons I learned the hard way: missing out on a raise because I didn't know to ask, having colleagues consistently get credit for my ideas because of how I spoke up in meetings. When I looked for a resource that addressed the challenges I was facing, I couldn't find it. There was nothing.

But once you are in that field, emotional intelligence emerges as a much stronger predictor of who will be most successful, because it is how we handle ourselves in our relationships that determines how well we do once we are in a given job.

In most job interviews, people say they are looking for people skills and emotional intelligence. That's reasonable, but the question is, how do you define what that looks like?

Novice leaders often respond dramatically to provocations.

I believe the greatest asset a head of state can have is the ability to get a good night’s sleep.

I have a big mouth, and I have a temper, so that's not good for people. That's not good for executives.

Anything that is related to my work will affect me. If someone tells me they didn't like my performance, it will affect me.

I was forced to learn a lot about psychology as a player, and as a captain to get the best out of others. There's still a lot of scepticism about it in sport and the workplace, but dealing with fluctuations of form, and pressure, and being away from home are more important than your cover-drive.

Emotional intelligence is a very important skill set, not just to be happier but also to succeed professionally.

I was nineteen when I signed and then worked with three managers and just didn't play that much.

When I was with the Bulls, I was very dysfunctional.

I just kept making social mistakes in my career.

The hardest thing in leadership is managing your own psychology, and yet it's also the least talked about.

My entire career, everybody says I need to punch somebody.