Reid Hoffman Quotes

Treat employees like partners, and they act like partners.

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

Leaders must establish common purpose and build trust within an organization.

I think the most effective managers in the world have a team that wants to jump through brick walls for them.

If you don't know each other you spend time doing research together, having dinner, and talking about your lives. You try to find common ground. Once you're shooting, the pressures are so intense; you really want to have a channel of communication open to you already.

The more you rely/trust and believe in your team and the bigger the investment you make in getting them to their greatness, the larger will be the commitment, engagement, and outright devotion they have when it comes to you.

I look forward to working closely with the CDK Board, management team, and employees to enable CDK to meet its full potential to generate value for all of its stakeholders.

It was a stroke of luck that there were about four to six leaders in power in the mid-'80s who really trusted one another and could really make things happen.

You'll get the maximum potential out of everyone on your team when you create harmony, when you treat each employee well.

My belief is that a positive culture works best because people want to meet or exceed expectations, not demands.

My idea is bring in good people and then get out of their way.

Creating a flexible working culture is about trust. How much can your employees rely on each other to get the job done without the benefit of supervision?

Guardiola has trusted me right from the start.

As you develop relationships in your team you have to learn how your teammates react to being yelled at or how to put your arm around them and show them how to do things. You have to build those relationships up and understand who that person is and how they respond and choose your way to lead them to hopefully help everyone out.

You can't manufacture team spirit; it doesn't come from having a good night out and a laugh.

In order to build chemistry you've got to really know one another.

I want to take people out of their comfort zones and teach them to rely on their team-mates.

I believe there's good in every organization.

You're getting to know these guys as people, and as players. You have to develop a rapport. They give me a lot of respect.

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?'

Showing that you consistently have their best interests at heart not only motivates your people to do their best work; it also builds goodwill that you may need to draw on when the going gets tough and you have to lean on one another to find the horizon.

Distributed workforces are most likely to succeed if their culture is one that values and prioritizes face-to-face communications.

Honestly, my secret is I pick really, really good people around me.

Players need trust, they are human beings and only in comfortable surroundings will you bring better performances. We try always to create situations where the players feel comfortable.

The way I inspire loyalty in my team is for them to see me more casually, to have lunch with members of my team, for them to see me with my family, my fiance, to see the real me.