Dick Costolo Quotes

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.

Climbing has worked for me in a number of ways on Capitol Hill. I'm much more inclined to look at what people do, as opposed to what they say. Also, it's about working together - we're all on the rope together, and you don't get to cut the rope if you're not getting along with someone.

If the employees fundamentally trust the C.E.O., then communications will be vastly more efficient than if they don't. Telling things as they are is a critical part of building this trust.

We're always working on our communication, which is something that's important. Instead of going through managers to discuss things, we will sit down and have meetings about things. That's a process. And you have to be able to be honest with each other as much as you can.

On great teams - the kind where people trust each other, engage in open conflict, and then commit to decisions - team members have the courage and confidence to confront one another when they see something that isn't serving the team.

Strong alliances can thrive even where disagreements exist, but they cannot thrive where free and open communication is shut down.

If you've got to second-guess talking to a teammate, what you have will never work.

What I do know as a manager, as a person, is that you have to try and be honest with everyone around you. If I leave a player out, they deserve an explanation. It's about communication, about being clear in what you want.

Communication between band-mates is imperative. Communication is the key to any healthy relationship. If I need to be checked, I expect to hear it put in plain words what my faults are, and give my band-mates the ultimate consideration by shutting up and listening, then acting on the advice given. Same goes for anyone else in any band.

The amount of trust and bandwidth that you build up working with someone for five, seven, 10 years? It's just awesome. I care about openness and connectedness in a global sense.

A group is as healthy as its 'social contract' is clear; a congregation as faithful as its covenant is mutually understood; a pastor as effective as the pastor's and people's commitment to trust and integrity is honored, guarded, and fulfilled.

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.'

Good leaders make people's strengths effective and their weaknesses irrelevant.

Employees who can't trust their leader to be vulnerable are not going to be vulnerable and build trust with one another.

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.

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?'

Without judging anyone, communication is so important for a coach.

I have to put my team in a good situation.

I normally talk to my players about everyday situations, and there are not really any secrets.

I think it's a requirement that the general manager and the coach are communicating with each other on a regular basis, and it's unacceptable if they're not.

I'm learning more and more to share creativity with the crew and actors. A film crew is more powerful if you listen to them, but it does make my job more tough because I have to listen.

Communication is an issue where we can improve, and if I can do anything to help, I am happy to.

Businesses that run well are almost like marriages. Everything has to be up for discussion, or there will be real problems.

The relationship between a client must be 'we.'

If the players don't trust the coach, it is a problem, and vice versa.