Seth Godin Quotes

Don't speak if you don't have to about trivia. The time for joking comes because of the trust, and you have to earn the trust. So, I don't alibi for anything, and I'll take the heat. That's the other thing. Don't let them take the heat. We take the heat.

Responsibilities gravitate to the person who can shoulder them.

I'm going to have to be impressed and feel confident in the people I'm handing a book to - or I'm not going to do it. Once you hand it to them, you're out. You have no control over it.

I will work my heart out to earn the trust of the people of Massachusetts.

I’ll take care of South America. Just leave it to me.

When you step on the field, you want to be a starter. You want to be the person everybody looks to and says, 'If we need a play to be made, let's go to him.'

I feel that if the situation arises when the skipper hands me the ball, I should be confident that I can do the job, and only then will that translate into performance.

I feel like I'm a guy you can give the ball to, and I'll run with it.

I just want to make sure whatever I take on, I can deliver.

If I expect great things from my people, they'll go to great lengths to keep from disappointing me.

If you don't take it for granted that the other man will do his job, you're not an executive.

People look to me to do things for them, to have answers.

I wouldn't give a performer something I couldn't deliver myself.

Trust gives you the permission to give people direction, get everyone aligned, and give them the energy to go get the job done. Trust enables you to execute with excellence and produce extraordinary results. As you execute with excellence and deliver on your commitments, trust becomes easier to inspire, creating a flywheel of performance.

And the people I have been accountable to every single day in the Senate are the 27 million Texans who I represent and I made a promise to them that I make to you today, which is, if I am elected, every single day I will do two things: tell the truth, and do what I said I would do.

I think that I've learned to relax, and trust in and hire very talented people, and trust in their abilities a little more.

When you have my confidence, I will do 200% for you.

I want to be one of the guys, but I also want to be 'the' guy, the guy that can go out there and they can rely on in crunch time. I'm going to be the guy that they know will show up every day, every game, every play and show up on a consistently great level.

If you're going to give people authority and hold them responsible and ultimately accountable for their performance, you've got to get out of the way.

Leaders receive and give assignments. This is an important part of the necessary principle of delegating. No one appreciates a willing volunteer more than I, but the total work cannot be done as the Lord wants it done merely by those doing the work who may be present at meetings.

I love that we can trust Barack to do what he says he's going to do, even when it's hard - especially when it's hard.

Leadership is getting players to believe in you. If you tell a teammate you're ready to play as tough as you're able to, you'd better go out there and do it. Players will see right through a phony. And they can tell when you're not giving it all you've got.

People shouldn't be interested in me. They should be interested in me if I'm not doing what I promise.

I learned this early on in the variety business: You've got to give folks responsibility, you've got to trust them, and then you've got to check on them.

A coach's greatest asset is his sense of responsibility - the reliance placed on him by his players.