Chip Conley Quotes

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

Actors tend to be quite good at getting on with people. If you’re an arsehole, people don’t want to work with you. You won’t get hired Well, there are a few arseholes.

If someone can't behave with their colleagues and can't be part of the culture, it doesn't matter how good they are at what they do; they have to be asked to leave.

Everyone has his own form, and I never had any problems with Mourinho.

I choose to work with every single person that I work with. That ends up being the most important factor. I don't interact with people I don't like or admire. That's the key. It's like marrying.

No one wants to work with a difficult star. I want to be the nice guy.

The main way to reduce stress in the workplace is by picking the right people.

Luckily, I've had a very good working rapport will all my co-stars. Nobody has complained about me. No one's ever said they don't want to work with me.

In Britain, you do your job. When you do an American TV show, there is a sense of being one with the crew, and there is a leadership element, which was a learning curve for me because it is very different culturally. In Britain, you just do it, leave and say, 'Thanks.'

At AT&T, I learned an awful lot about people, and how important it is to have the right people in the right jobs. And when I say 'right people,' I'm not talking about their college degree or work history; I'm talking about things like bearing - How does this person interact with other people? Can he or she talk to you and not tick you off?

I've had a great experience with pretty much everybody I've worked with.

You want to work with people who you like and have an easy rapport with.

We will hire someone with less experience, less education, and less expertise than someone who has more of those things and has a rotten attitude. Because we can train people. We can teach people how to lead. We can teach people how to provide customer service. But we can't change their DNA.

You can teach someone with basic smarts to be smarter; you can't teach cultural fit or personality. But you also want someone who has a passion to win; someone that is all in.

You've got to have the skills. You've got to have a great attitude because, if you don't, nobody will want to deal with you.

There are 3 things I look for when I hire people. Are they smart? Do they get things done? Do I want to spend a lot of time around them?

Only hire people you want to have dinner with.

I've always strived to maintain a very healthy, friendly working situation, and lo and behold, it only took forty years, so the next sixty are looking bright. You're dealing with human beings on the cutting edge, and there's bound to be tension. You have to be make room for that, and you can't be too unreasonable, because that's everybody else's role.

For this group, because we have so many big personalities, I think the manager also has to have a big personality but in a way that sort of knows how to deal with everything.

All I can say is I am lucky I have never had any misunderstandings with my co-stars.

You need to kind of have a rubric, how you want to be, how you want to interact in this industry.

It's important to recognise every player is different in their own characteristics, personality, and what they respond to.

Remember how quickly our field [computer science] changes. That's why you want to focus on learning things that don't change: how to work well with other people, how to carefully assess a client's real - as opposed to perceived - needs, and things like that.

I don't hire people who have to be told to be nice. I hire nice people.

Everyone asks me how I get my subjects to open up to me. There’s no formula to it. It’s just a matter of who you are and how you talk to people - of being yourself.