Todd Howard Quotes

If men can learn to be less defensive, more open to others, and more accepting of accountability, they will adapt well to the new global economy.

I believe you can work with anybody.

I'm always learning from experiences because each one is different and there are different players involved in the project at the time with their own way of doing things.

I think one of my strengths is that I can always take advice, and I can delegate. I know a lot of people feel the need to do everything themselves, but I am not one of them.

I can work with a lot of different mentalities.

I can work with anyone.

You need to make sure you hire people who are capable of being strong team players. Team members should fit the company's culture, be committed to the team, and be capable of being genuinely vulnerable and selfless.

I've always been a good ensemble player.

Well, the first quality of being a good leader is you have to be able to follow. See, a good leader can't just be the leader all the time, I have to be able to follow.

I've played sports pretty much my whole life, and that teaches you how to work with anyone, whether you like that person or you don't, and whether you get along with them or you don't. The circumstances don't matter. Team work is part of life.

Once you're more aware of people's needs, you can create action plans for others to follow. That way, you're responsible for your own well-being, too.

I got even with all the bad management I had by being a good manager.

Doing your job requires different modes, and you can't just be stuck in one mode where you're always the shrill outsider screaming at everybody.

Toby not being there doesn't bother me, I mean I can work with anybody as long as we get along and as long as they've got an understanding of what I want and what I'm aiming for. To start with, when he left, it was difficult.

The single hardest part of leading any organization is knowing what is going on. There's too much noise in the system, too much complexity: you absolutely depend on people speaking up and raising concerns.

The key things I learned as a hospital administrator are to be organized, communicate, and be flexible.

One thing I learned particularly at Yale was how to work with others. Having studied so long trying to master myself, the biggest challenge was learning about the other person's work.

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.'

I play well with everybody.

When you collaborate, you have to be willing to scrap a lot.

One thing for me that modeling definitely did was that you go to do a different job every day, and you are working with a completely new team of people. You have to learn how to talk to people and how to creatively achieve the same goals. I think it just hones your people skills.

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

You have to adjust to what your team needs and what you're able to do.

When building a strong team, you need a strong leader.

I had to learn to trust people, and I realized that success was going to be born in hiring really bright people - very self-motivated, very able to make good judgment calls day in and day out.