Julia Hartz Quotes

I studied psychology in school, and I learned how to understand people's feelings, how to get along with people and relate to people.

Motivation aside, if people get better at these life skills, everyone benefits: The brain doesn't distinguish between being a more empathic manager and a more empathic father.

My biggest job really is to figure other people out. I need to understand what makes a person tick.

Being a manager is about getting into the minds of the people you represent.

I suppose leadership at one time meant muscles; but today it means getting along with people.

But once you are in that field, emotional intelligence emerges as a much stronger predictor of who will be most successful, because it is how we handle ourselves in our relationships that determines how well we do once we are in a given job.

The lesson for businesses is you are dealing with real people. Those are your customers, those are your employees, those are your bosses, and the better you understand how real people tick, the more successfully you will be able to accomplish your goals.

If you want to lead, you better love people. Even if you don't like them, you have to love them enough to tell them the truth.

Empathy is the bridge to understand those who you may be lucky to one day lead, and it is - in my opinion - the most under-appreciated human skill in business.

The ability to understand people is one of the greatest assets anyone can ever have.

Leadership is the capacity to translate vision into reality.

You can't control people. You must understand them. You have to know where they're coming from, their beliefs and values, what turns them off, what they're against.

Anyone who devotes time and attention to what makes people tick, to me, is a smart person.

There are good leaders who actively guide and bad leaders who actively misguide. Hence, leadership is about persuasion, presentation and people skills.

I haven't got the slightest idea how to change people, but still I keep a long list of prospective candidates just in case I should ever figure it out.

I don't put together cars, I put together people.

I think probably the reason why I really enjoy acting is that I really am interested in people. I'm interested in what they think, why they think it and what happened in their lives to make them see things a certain way.

When I went on to write my next book, Working With Emotional Intelligence, I wanted to make a business case that the best performers were those people strong in these skills.

Indeed, I am repeatedly astonished by the number of really good writers who understand human beings so well on paper but don't know how to deal with them in real life.

I don't read many business books. I read good fiction. Business is about people, so my favorite business books are anything by Dickens.

Exceptional employees don't possess God-given personality traits; they rely on simple, everyday EQ skills that anyone can incorporate into their repertoire.

In most job interviews, people say they are looking for people skills and emotional intelligence. That's reasonable, but the question is, how do you define what that looks like?

My feeling is if you're going to be a leader, you have to carefully assess where people are and where people want to go.

I know how to lead people; I know how to make people love me.

I always had a lot of confidence in my ability to gauge a situation and people and try to understand them and what they were saying and what their context was.