John C. Maxwell Quotes

There is a lot of extra responsibility on you as a player from the academy. You're expected to play and act as a signing, which is pressure, but in a way it pushes you to get a better performance out of yourself.

I play better when guys depend on me.

I hope I can live up to the faith that has been put in me to do a good job.

The eyes of the world are on you.

I don't put the pressure on everybody else. I put the pressure on myself because I am that franchise guy. I am the guy that has to be the leader of the team, that has to get everybody better, make everybody better on my team.

Everybody's watching when you're the quarterback. The other players see how much you want it.

A captain has to be able to look a player in the eye before he starts his run-up or goes out to bat.

I feel like people expect a lot from me.

That’s my biggest fear – disappointing those people who look up to me.

I always thought there was at least one person in the stands who had never seen me play, and I didn't want to let him down.

With success comes expectation, and I know the expectation on me is going to be pretty high.

Trust gives you the permission to give people direction, get everyone aligned, and give them the energy to go get the job done. Trust enables you to execute with excellence and produce extraordinary results. As you execute with excellence and deliver on your commitments, trust becomes easier to inspire, creating a flywheel of performance.

There's the pressure of being a No. 1 on the call sheet, being a lead actor. There's almost this feeling like being captain of the team. You want to put a bit of energy into actually setting a good example.

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

It was not me failing that I was scared of. It was failing those people back home who believe in you. They only delivered the newspaper once a week where I lived in Oklahoma, and those people lived and died with the box score of my games.

Leadership is getting players to believe in you. If you tell a teammate you're ready to play as tough as you're able to, you'd better go out there and do it. Players will see right through a phony. And they can tell when you're not giving it all you've got.

I learned this early on in the variety business: You've got to give folks responsibility, you've got to trust them, and then you've got to check on them.

When they come here, what we are looking for them to do is step up to the plate, take responsibility and get the big innings, the centuries - or take a lead with the ball.

They would have been very let down if they had to leave the theater and he had missed. He would feel badly. Everyone would feel badly. But he never let them down.

When someone invests in you, I don't want to disappoint them. I want to be the player they think they're getting.

When you think about a drill sergeant, a drill sergeant expects you to perform your best, and if you don't, they're going to stay on you until you do.

There was no question that in our house doing well, doing it the right way, school, sports - there was an expectation. One of the things I've taken away from that is that I'm unafraid to expect a fair amount from people. It makes them so much better - you're doing them a disservice if you don't.

Managing can be more discouraging than playing, especially when you're losing because when you're a player, there are at least individual goals you can shoot for. When you're a manager all the worries of the team become your worries.

I played with a lot of great players before. They're all the same. They take a lot of responsibility for their own play, put a lot of pressure on themselves to perform and to play well.

Managers in all too many American companies do not achieve the desired results because nobody makes them do it.