Daniel Farke Quotes

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.

My teammates would never say anything bad about me, even if they thought it. That's the kind of locker room we have.

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.

I make sure when I direct that it's a very joy-based set that hopefully is filled with a lot of respect.

There are so many great things about this business. Almost everybody is on the same team. It is all for one-friendly competitiveness. No one is out to hurt anyone.

I think the best directors provide you with a safe environment where they can instill you with confidence and allow you to try things out and not feel like you're failing or that you're doing it wrong.

It's funny, we all really, really got along. I don't know how it was in years past but this year, I was really with a good group of people. No one tried to sabotage each other or steal the other ones moments.

Williams really does feel like a family, and I have built up very good relationships with people here; in fact, some of my best friends work for Williams. A friendly atmosphere can really help on the track as well because I feel like I can communicate freely with the team.

I love when you get to work with people you know because there's so much more trust, and you're much more willing to be vulnerable in a scene with someone you trust.

The way you build trust with your team is around super-clear communication in that instant when they say, 'I will be sad if you don't do X.' You have to say, 'We're not going to do X, and here's why, and believe me, you'll be much sadder later if I let you go do it and you spend a bunch of time on it and nothing ever happens.'

You will succeed only if you first build trust. It's like wolves. They show each other their necks and don't bite.

You can get the best out of people if they're happy and not worried or not frightened that they're going to make a mistake.

When your teammates trust you to make the right play, your confidence is building as every game goes on.

Without trust, the most essential element of innovation - conflict - becomes impossible.

I like to create a good atmosphere in the dressing room.

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.

When the coach can get the trust and the confidence of a team to believe in him, and everyone accepts what they're doing for the team, the good and the great of the team, it usually works out.

I have a team who I respect immensely, so if they have opinions, I'm interested in hearing them.

What you want to do is put people in a position where they feel connected enough to you that they're willing to collaborate with you; they're willing to show you the things that they were scared to tell you about before.

The dressing-room environment is very difficult to replicate, camaraderie is very important.

When the players go home, I can't tell them what to do, so you need to create an atmosphere of trust. I don't want to think, 'What are they doing now? Do I need to call them?'

Having a team that I trust is, for me, really important.

When you work with someone who is not insecure, that makes you confident.

I really appreciate working with Skip and Stephen A. and value their opinions. There's definitely been growing pains, but I know they have my best interests at heart. Sometimes I make mistakes, and they tell me, but it's tough love, and I want to hear it, and we have natural chemistry on and off the air.