Naomie Harris Quotes

Sir Alex is so consistent with his management. He manages each person differently, but you know exactly where you are with him. You know exactly what is required.

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.

If you look to lead, invest at least 40% of your time managing yourself - your ethics, character, principles, purpose, motivation, and conduct. Invest at least 30% managing those with authority over you, and 15% managing your peers.

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

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.

The best executive is one who has sense enough to pick good people to do what he wants done, and self-restraint enough to keep from meddling with them while they do it.

The one thing that I know is that you win with good people.

More than half of people who leave their jobs do so because of their relationship with their boss. Smart companies make certain their managers know how to balance being professional with being human. These are the bosses who celebrate an employee's success, empathize with those going through hard times, and challenge people, even when it hurts.

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.

In managers, I look for people who can get things done through other people. The most important thing for a good manager is that the people on his team feel like he or she has integrity.

The colonel replied that he didn't care how my men had got the job done. He was happy that it had been accomplished. He said that, obviously, no matter how much or how little I knew technically, I was able to get the best out of people I worked with.

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.

I try to be the best that I can be and the best to the people that work for me.

In every team, you have to win the respect of your team-mates, working a lot and really sweat blood.

The owner or president is the person who controls the club. The coach's job is to keep him happy. But the key to success, as a manager, is your relationship with the players. Important clubs and important players succeed when the environment is correct. The players must enjoy their work and feel free to express their talents.

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

To build a winning culture, you are going to have to prove yourself.

For me it was just about staying the course, staying true to who I believe that I am, being open, being honest, being transparent with the players, being firm with the players but at the same time listening to the players.

When the players go home, I can't tell them what to do, so you need to create an atmosphere of trust. I don't want to think, 'What are they doing now? Do I need to call them?'

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.

Its strong management that makes players feel comfortable.

I want to do this for as long as I possibly can and coach as many different teams and opportunities and different kind of personalities. I want to gobble that all up. And I want to be able to give and add value to these teams.

Every boss I've ever had has challenged me, pushed me, believed in me, and led by example.

I want to be a great teammate, and I want to be the same leader on the field that I know I can be off the field.