Fernando Flores Quotes

Building trust is very important.

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.'

Trust leads to approachability and open communications.

You will succeed only if you first build trust. It's like wolves. They show each other their necks and don't bite.

I’m struck that there is one lesson I learned early and then relearned over and over: Trust is the coin of the realm. When trust was in the room, whatever room that was — the family room, the schoolroom, the locker room, the office room, the government room or the military room — good things happened. When trust was not in the room, good things did not happen.

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.

Relationships are personal, even in business, so sharing some of yourself and taking an interest in others helps to build trust and break down walls.

For any relationship to survive, one needs excellent communication.

You need time to build relationships with subjects to win their trust.

Great teams do not hold back with one another. They are unafraid to air their dirty laundry. They admit their mistakes, their weaknesses, and their concerns without fear of reprisal.

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.

I've always just tried to treat people with respect, build relationships with players and coaches... build a trust.

The more you work with anyone, the more comfortable and safe you feel. The more you have an understanding.

It's important to build trust if you're trying to deal with big things. Big issues require everybody to get outside their comfort zone, and people are more willing to do so if they believe that their partner is sincere in their efforts. And the only way you can do that is to engage them on a personal level.

I believe in order to make a friend, you have to be a friend.

I usually tell people upfront what to expect, and that I really want their feedback and their ideas, and if they think I've got a hair out of place or food stuck in my teeth, gosh, I want to know that.

I have a rule on my team: when we talk to one another, we look each other right in the eye, because I think it's tough to lie to somebody. You give respect to somebody.

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.

I have made it totally clear to the players that my door will always be open.

If you're open with people and provide context for the decisions that your making, customers will stick with you.

The toughest thing about the power of trust is that it's very difficult to build and very easy to destroy. The essence of trust building is to emphasize the similarities between you and the customer.

The more you trust, the more you create trust..

Camaraderie doesn't happen by accident; developing a strong sense of trust, accountability, and togetherness around team goals requires intentional effort.

If you're not open, you're not transparent, you're still holding on to vaults of information, you're not going to build that trust.

Trust implies that both parties participate in the relationship with both 'gives' and 'gets.'