Mitch Gaylord Quotes

When I see my staff take a step back because I've lost my cool about something food-related, I say never apologise for your standards. If someone doesn't meet them, then you should explain that and that you want it changed. I want my staff to be like that, too.

You have to trust the people who work with you and hire, but also listen to as many smart people as you can.

Managers have people second-guessing them all the time.

The most challenging part of being a boss is that nobody will tell you if your work is suffering.

Leadership consists of nothing but taking responsibility for everything that goes wrong and giving your subordinates credit for everything that goes well.

I'm not a great boss because I don't like to tell other people what to do.

When a manager calls you and says you are part of his plans and that he trusts you, then you will give everything for him.

It's football, you work with humans and humans make mistakes. We will do everything in our power to prepare the players so they know to make the right decision at the right times.

It's not important to me where I'm playing, just as long as the manager is happy and trusting me to go out on the pitch.

When you're a leader and a manager, you have to make decisions which are right for your group to achieve the primary objective. Sometimes those decisions will be criticised.

Don't be afraid to let someone go if it's not working. You're not a bad boss. You're not a bad CEO.

I've worked under a lot of managers, whether it's the national team or at St Mirren and everyone has their moments. I think it is important, you can't just let things pass if they are not good enough.

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.

What I do know as a manager, as a person, is that you have to try and be honest with everyone around you. If I leave a player out, they deserve an explanation. It's about communication, about being clear in what you want.

If you've got a coach that overlooks the problems, then you've got problems.

I'm going to have to be impressed and feel confident in the people I'm handing a book to - or I'm not going to do it. Once you hand it to them, you're out. You have no control over it.

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.

What I have found is that, in a family business structure, sometimes what is needed is a sense of discipline rather than creativity. You have to take everyone's ideas and make it work. When you are dealing with money, there is a limitation on how creative you can be.

The great irony of management is that the higher up you go, the less actual control you have. When you are but a humble coder, you make the computer do exactly what you want; when you're a manager, you only hope that people understand what you want, and then trust/pray that they do it both correctly and in a timely manner.

Honesty and integrity are by far the most important assets of an entrepreneur.

If I'm a leader, I have a mission.

I think leadership is more than just being able to cross the t's and dot the i's. It's about character and integrity and work ethic.

You can trust Charlie Crist.

Leadership can't be fabricated. If it is fabricated and rehearsed, you can't fool the guys in the locker room. So when you talk about leadership, it comes with performance. Leadership comes with consistency.

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.