Victoria Pendleton Quotes

In 13 years of doing my day job, I've learned a few things about motivating people. It's about setting a vision and, as long as everyone knows why they're doing what they're doing, you achieve that vision.

I want to feel the team is playing like I want. If not, why am I here?

The best way I know to get good work out of people is to create a good environment so that people have a good experience. I try to always hold up my own end by being prepared.

You create a big-club mentality with the trust of the players, the trust that the team will get results, and then, when results are not good, the trust to continue with your idea.

That's how you get a performance - they put trust in you.

A good objective of leadership is to help those who are doing poorly to do well and to help those who are doing well to do even better.

I feel that a great coach is one that has a vision, sets a plan in place, has the right people in place to execute that plan and then accepts the responsibility if that plan is not carried out.

A good leader should focus on making sure everyone is being given the tools to do their job, not just expecting - poof! - that they're going to produce great work.

Great leaders help their people see how they can directly impact the company's objectives and their own personal goals.

True leadership lies in guiding others to success. In ensuring that everyone is performing at their best, doing the work they are pledged to do and doing it well.

I don't think I am that hands-on. I'm much more of a believer in finding a great team of people and trusting them to follow their instincts. They work better when they feel they have freedom and they are trusted.

All we do is sign great teams, and stay out of the way. The rest will take care of itself.

The most important thing I've done at work has been to surround myself with amazing people who I trust and empower fully to do stuff better than I could.

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

When you trust and have elevated personnel in each department, then the sky really is the limit. If you don't have that trust in the backbone of the project, you may not know what you're making.

When building a strong team, you need a strong leader.

You can be the best manager in the world, but if the players don't trust you, it will never work.

Getting the best out of your best players gets the best out of the team.

I have a very English coaching philosophy.

When the coach can get the trust and the confidence of a team to believe in him, and everyone accepts what they're doing for the team, the good and the great of the team, it usually works out.

The big thing for me is to motivate people, even globally.

I've got the best coaches in the world. I've got confidence in them, and they've got confidence in me.

Sometimes I was wrong about my players. Sometimes I want more and more from them; sometimes I am so demanding, but they showed me how good they are.

You need to have discussions and make sure you guide players towards the collective spirit. It can't be done overnight.

I think the way to maximize not just your leadership but your ability to influence your team is whatever you can do that helps the team perform at a really high level.