Klaus Schwab Quotes

If the players understand and accept that their leader is steering their direction through thoughtful, careful measures, then they will pull together to give the best effort every time.

I don't want the power. When a project is given to me, and I say yes, I'm gonna oblige everybody who has the power to try to make it work.

You grow year after year with responsibility, and for me, it's not important who has the armband but that everyone on the pitch gives the right signals.

I love to put the ball in other people's hands.

I expect a lot. And, I hold my teammates accountable and they've got to hold me accountable.

Leadership is about stepping up when it's the appropriate time and then making sure everyone knows that we're all on the same page.

Achieving vulnerability-based trust (where team members have overcome their need for invulnerability) is difficult because in the course of career advancement and education, most successful people learn to be competitive with their peers, and protective of their reputations. It is a challenge for them to turn those instincts off for the good of the team, but that is exactly what is required.

Real power comes by empowering others.

I assume most people trust me, if they vote for me in elections. And it is the most important thing. It places great responsibility on me, immense responsibility. I am grateful to the people for that trust, but I surely feel great responsibility for what I do and for the result of my work.

Remember, presidents and bishops, that the callings of your associates are just as divinely inspired as is yours, and they are therefore entitled to inspiration in their specific responsibilities. Lean upon them. Learn from them. Love them. Listen to them.

You go in thinking you have to do this all by yourself, and what I learned was no, when you hire great people, they do so much for you.

I worked with the Nato Military Committee. The Head of the Luxembourg Armed Forces had equal standing with me, and I had to respect that. He was the leader of the armed forces of a sovereign country. I had to make sure he never thought that I was looking down on them, merely because they had less power than we did. With that kind of approach you can develop bonds of trust. I tried to do the same thing with my colleagues when I was Secretary of State.

Leadership is obliged to justify itself daily.

And trust. It takes a long time to trust someone. You work with people, anybody you dont know, it takes about a films length to get to know each other. Then if you move on, you have to start right back at the beginning. But if you carry on together and try doing different things, you can all grow together.

Remember teamwork begins by building trust. And the only way to do that is to overcome our need for invulnerability.

We have the responsibility to ensure that our first impulse in foreign affairs is one of bipartisanship.

Leadership is not a right-it is a responsibility.

People look to me to do things for them, to have answers.

I don't ever like to feel myself in the position to demand of an actor that they trust I'm going to do something worthwhile. I feel a responsibility to articulate what it is I'm going to do. Whether that's showing them a full script or sitting down with them and describing my ideas in detail. It's a very healthy burden on me as a film director to be able to articulate what I want to do, to inspire actors, rather than just saying, take it on trust I'll be able to do something worthwhile.

People had so much respect for George Mitchell. They wanted to cooperate with him. I think that's a hallmark of a very good leader.

No idea will work if people don't trust your intentions toward them.

The team that trusts-their leader and each other-is more likely to be successful.

... everyone must play his role.

Build for your team a feeling of oneness, of dependence on one another and of strength to be derived by unity.

I believe less in my ability & more in the ability of the one who comes to meet me. That's the speciality of my work style.