Desmond Harrington Quotes

I used to not listen that much, but I've really learnt to listen to other people and to really listen to what they're saying. I've found, especially being on a film set, people have so many different stories; if you just listen, you can pick up so much stuff. I try to listen as much as I can.

The most important single ingredient in the formula of success is knowing how to get along with people.

You do have to do business with and to try to influence people you don't agree with, or find disagreeable, so it's important to stress that balance.

I just make it my business to get along with people so I can have fun. It's that simple.

It's important to learn how to have conversations with other people where it's not debating but discussing.

I think one of the things I really learned in Denver is the value of being a good listener.

Know how to listen, and you will profit even from those who talk badly.

One of the other things I think that I've been able to do in my life, is to listen well.

In running Wilson Sonsini, it's all people-to-people skills. Those people-to-people skills translate into diplomatic skills.

Boards and myself get along somehow.

A really good uniformed cop has tremendous people skills, and they learn how to read people.

It’s important for me to hear others position and understand them.

In my mind, a good leader would say, 'OK, I need to sit down and talk to the guys who oppose me. Let me let them voice their opinions; let me get their thought process.'

What I've learned - after working for, I guess, some time now - is when you're approaching a relationship like that, like, any working relationship, it's good to be open. To know that someone might have a different way of doing things and listen to them. And hopefully, you come to a common understanding.

Diplomacy is listening to what the other guy needs. Preserving your own position, but listening to the other guy. You have to develop relationships with other people so when the tough times come, you can work together.

My strengths, I think, are that I deal really well with people. I like people. I'm fascinated by how they work so I'm good at handling situations between departments on set or pre-production or post.

I can be incredibly focused, and I can appear impatient. So I've learned to slow down, get to know people, and provide more context. There's nothing wrong with getting to the point pretty quickly, but it's also helpful to give people an opportunity to talk about their work.

Watch people and how they handle other people. You have to stay open and keep your eyes open to them.

I'd like to think my strengths are in connecting with people and the relationship aspect of this business.

You tend to relate to the other person better if you understand their professional needs.

Negotiation is empathy. It's almost trite to say that if you can't put yourself in the seat of the other person you're speaking with, you're not going to do well. It's not about being a bully, not about making offers people can't refuse.

I think I'm a pretty good listener.

I have always had extraordinarily good relations with very conservative colleagues. And that's not because I agree with any of them or fudge on my positions, but people feel I listen to them and give them the benefit of the doubt. I assume the best of people. And that, I think, is an attitude that is maybe rare in politics.

Relational skills are the most important abilities in leadership.

I'm a very friendly person, and I think that's had a big impact on my work because I tend to be pretty good with not trying to always win every argument and things like that. I just sort of try to bring a lot of people together to talk.