Jurgen Klopp Quotes

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.

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

It was a really empowering thing playing with Golden State, because they let the players play and they let the players communicate and they let the players decide things.

I wouldn't ask any of my employees to do anything I wouldn't do. And I work as hard, if not harder than the rest of the staff, to set an example. I also believe in giving my employees a lot of room to be creative and to express themselves.

You have to enable and empower people to make decisions independent of you. As I've learned, each person on a team is an extension of your leadership; if they feel empowered by you they will magnify your power to lead.

The way you build trust with your team is around super-clear communication in that instant when they say, 'I will be sad if you don't do X.' You have to say, 'We're not going to do X, and here's why, and believe me, you'll be much sadder later if I let you go do it and you spend a bunch of time on it and nothing ever happens.'

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.

Sometimes the hardest thing to do is to trust your team. It's a lesson I've had to relearn quite a few times.

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

Some people get on better with some than others but what is absolutely crucial is that everyone knows their roles and responsibilities and trust that your team-mate is going to do their best for the team.

If there is such a thing as good leadership, it is to give a good example. I have to do so for all the Ikea employees.

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

If the national coach lets decisions be made from outside, he's lost the team.

The relationship between a client must be 'we.'

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.

I think trust is primarily built through relationships, and it's important because it's the foundational currency that a leader has with his team or his followers.

A true leader has to have a genuine open-door policy so that his people are not afraid to approach him for any reason.

The way you delegate is that first you have to hire people that you really have confidence in. You won't truly let those people feel a sense of autonomy if you don't have confidence in them.

When you explain to people what you're trying to do, as opposed to just making demands or delegating tasks, you can build instant trust, even if it's just for that short time you're on the phone.

No matter how much success you're having, you can't continue working together if you can't communicate.

I think a captain is someone who captains on the cricket field but, most of the leadership that happens is off the cricket field. It's very easy to captain people on the cricket field, but if you can start leading them off the cricket field, and show them that trust, what you have in them.

I am learning how to delegate and how to empower people.

When you empower people you sign up for a life of uncertainty and change.

The coin of the realm of leadership is trust and confidence.