Sriram Raghavan Quotes

If you want me to be honest, be honest with me.

I want everybody including myself to be working just as hard towards the same goal, and if that's not happening I think it's only right to voice that opinion instead of going into your shell and not speaking about it.

Our best comes out when we have honest discussions.

I have a rule on my team: when we talk to one another, we look each other right in the eye, because I think it's tough to lie to somebody. You give respect to somebody.

I have to be able to be honest and be credible, and I think I can say, 'This guy did not have his best game today' rather than, 'He is awful and I cannot believe he did that.'

If you're a coach, and you don't have trust with players, you've got no chance, and your credibility is zero. And that's why it's so important to tell them the truth. If you have something that you're upset about, tell them the truth. If they're doing something wrong, tell them the truth.

I can't be a hypocrite as a coach because as a player that's what I wanted. I wanted feedback, I wanted communication from the boss. I showed up for work, you can yell at me if you want, but I want input. So that's the kind of coach I want to be.

When a man returned from the field and we'd look at the work, we'd criticize each other very genuinely and never offensively. And we would avoid all tricks, angle shots were just horrible to us.

Most companies don't have a good mechanism to give the CEO real, honest feedback.

What we say is an opinion it's the best that we can reach, if anybody can bring a better opinion we will accept it.

I consider it to be the duty of anyone who sees a flaw in the plan not to hesitate to say so.

I’m struck that there is one lesson I learned early and then relearned over and over: Trust is the coin of the realm. When trust was in the room, whatever room that was — the family room, the schoolroom, the locker room, the office room, the government room or the military room — good things happened. When trust was not in the room, good things did not happen.

That is all you can ask, for a manager to be honest and tell you how things are.

You need to set a tone at the top that inspires trust - and encourages open and honest 2-way communication. So you hear the brutal facts, and you listen to the good news and the bad news - so that, in the spirit of continuous improvement, you can make changes.

Every successful person needs to have at least one person in their life who's not afraid of them.

I always tell Brock Lesnar the truth. I don't appease Brock Lesnar. I don't placate Brock Lesnar. When Brock Lesnar asks me for an opinion, I give to him an honest opinion that I'm willing to back up with facts, with theory.

I was talking to my publisher, Jamie Ceretta, who's one of my closest confidants and allies when I'm working on new music. I feel like I can always count on his judgement because he'll tell me if he doesn't like something. It's sometimes hard to get people to tell you if they don't like something.

I try to stay away from yes-men in my crew of immediate friends and peers. You got people that will tell you you're the greatest ever, but I need people that can tell me where I need to improve. I can respect the honest opinion.

I often ask people what I did wrong in the last meeting, because then others feel they have permission to own their mistakes, too.

My closest friends are the ones who tell me that I'm being dumb or that I'm being wrong.

You have to build trust among team members so that people feel free to admit what they don't know, make mistakes, ask for help if they need it, apologize when necessary, and not hold back their opinions.

When team members trust each other and know that everyone is capable of admitting when they're wrong, then conflict becomes nothing more than the pursuit of truth or the best possible answer.

If I see that everything the director does is motivated by trying to achieve the best, I can accept anything.

Candor is the key to collaborating effectively. Lack of candor leads to dysfunctional environments.

Everybody's so scared to be honest with one another. If you didn't like the way I handled myself in practice, one of the players, come up to me. Somebody say something - anybody. I'm not gonna take it as offense; it's not personal.