Ray Dalio Quotes

Players are smart. That locker room knows. So don't hide anything.

A strong working relationship requires every participant to be on the same page.

When you acknowledge your weaknesses to the rest of the team, it is never new information.

In our program, the truth is the basis of all we do. There is nothing more important than the truth because there's nothing more powerful than the truth. Consequently, on our team, we always tell each other the truth. We must be honest with one another. There is no other way.

It's not about money. It's about the people you have, how you're led, and how much you get it.

Trust is the lubrication that makes it possible for organizations to work.

The amount of trust and bandwidth that you build up working with someone for five, seven, 10 years? It's just awesome. I care about openness and connectedness in a global sense.

It's about communication. It's about honesty. It's about treating people in the organization as deserving to know the facts. You don't try to give them half the story. You don't try to hide the story. You treat them as - as true equals, and you communicate and you communicate and communicate.

Things will absolutely go wrong. In a healthy team, as soon as things go wrong, that information should be surfaced. Trying to hide or obscure bad news creates an environment of distrust or lack of transparency.

Trust brings a higher level of communication and a higher level of commitment and accountability.

Employees who can't trust their leader to be vulnerable are not going to be vulnerable and build trust with one another.

You don't often find a team where people are really friends with each other.

For me it was just about staying the course, staying true to who I believe that I am, being open, being honest, being transparent with the players, being firm with the players but at the same time listening to the players.

It matters to people that the president tell them the truth.

I had a rule - I didn't have a lot of rules - and one of them was we're going to operate from a mutual respect. I won't embarrass you, and I don't expect you to be embarrass me.

I'm a very connected and passionate founder. And I do model transparency and openness and loyalty in my actions.

The organization reflects the behavior and characteristics of the CEO, and that establishes the culture. Foster an environment of open communication, and the organization inherits a culture of open communication.

When I jumped ship from Roush Racing to Hendrick Motorsports, I couldn't believe the amount of personnel here that get along with each other. It's pretty amazing that there are so many people under one roof, where Roush is more spread out and it feels so different.

Sometimes you're going to have someone on your team who's just not comfortable with being open. You have to ask yourself, 'Is this person going to allow us to be a real team?' Maybe they're not right for your team. You have to be willing to lose someone sometimes.

Teams really take into account character.

I've seen really, really talented teams that don't care about each other and are average, maybe above average is about as good as you're going to get.

I am open with the players, with my media officer, and also the media.

It's not always about 'Can you do the job?' It's about 'Can you fit in with the team?'

Information should never be used as a weapon on a team.

It's my job to make sure that the people I'm gonna team up with for my music see everything that I'm about: Put all my cards on the table and don't make them guess.