John T. Chambers Quotes

I wouldn't ask any of my employees to do anything I wouldn't do. And I work as hard, if not harder than the rest of the staff, to set an example. I also believe in giving my employees a lot of room to be creative and to express themselves.

I try to be the best that I can be and the best to the people that work for me.

I think naturally I've been kind of a lead-by-doing guy. Just showing up to work every day. You never ask teammates something you wouldn't do yourself.

If there is such a thing as good leadership, it is to give a good example. I have to do so for all the Ikea employees.

The only hard-and-fast rules a Perot must operate under are getting a sound education; being honest and ethical in our business dealings; treating the people who work for us with respect and dignity; and, finally, a Perot cannot be afraid to take risks when appropriate.

I have lived my life that way and I expect the people who work for me to be the same way.

Before I started a company, I was an employee with a bad attitude. I was always felt like, bosses are stupid, and people weren't well treated.

It's not just what you do on the pitch, it's what you do off the pitch.

My approach is that you have to earn the respect of people you work with.

Culture is very important to the Mavs. Your best player has to be a fit for what you want the culture of the team to be. He has to be someone who leads by example. Someone who sets the tone in the locker room and on the court. It isn't about who talks the most or the loudest. It is about the demeanor and attitude he brings.

Leaders should not ask others to do what they will not do themselves.

Leaders must establish common purpose and build trust within an organization.

I always tell people that you should only hire people to be on your team if you would work for them.

One thing I've always prided myself on is understanding that to have success, you have to have high-character kids.

I'm just trying to do my job and my part to make this a team that people respect.

You want to be respected by your bosses and peers.

I've got my own businesses I run every day and I like to think I'm a nurturer rather than a firer, but the reality is, if somebody continues not to succeed and do the right thing for the business they lose the job because they are affecting the livelihoods of others.

I'm just trying to go out there and play the game the right way and lead by example.

To be a manager, you've got to gamble. Be brave, be bold, but be humble in everything that you do, and from the kit man to the physio to your best player to your youngest player, make sure you treat everybody the same.

Being a good leader requires remembering that you're there for a reason, and the reason certainly isn't to have your way. High-integrity leaders not only welcome questioning and criticism - they insist on it.

I have respected every manager I have played under, but if you can't learn from someone like Mark Hughes, it is going to be hard for you.

I'm most proud of the fact I carried myself on and off the field consistently for what the NFL stands for.

Do not primarily train men to work. Train them to serve willingly and intelligently.

When providing people with the direction and expected behaviors, you need to be alert to the fact that they will hold you accountable. People want to know if you are walking the talk. They will be watching your every move and you need to be one in the same... every minute of every day.

Leadership can't be fabricated. If it is fabricated and rehearsed, you can't fool the guys in the locker room. So when you talk about leadership, it comes with performance. Leadership comes with consistency.