Diane Greene Quotes

My mum always told me 95 per cent of success was partnering well.

I don't put together cars, I put together people.

Women often are so focused on getting their jobs done well that they forget that building relationships is a key part of being a leader - and increasingly so, the higher you go.

Ultimately, running a band is about the relationships you have with people.

I would have strong opinions and be prepared to argue my case, but if you talk to my colleagues, I think you'd find they consider me the jokester, the informal mayor of the West Wing.

Leaders understand the ultimate power of relationships.

The greatest ability in business is to get along with others and influence their actions. A chip on the shoulder is too heavy a piece of baggage to carry through life.

But I'm pretty good with collaborative thinking. I work well with other people.

We had kind of a rocky start, but I spent a lot of time working with the President and handing him statistics and showing him what we were doing as we went along and kind of saying to him, you know, this is really important.

The most important single ingredient in the formula of success is knowing how to get along with people.

The key to successful leadership today is influence, not authority.

I think what helps me is that delegations of all sizes - the small, the medium, the large, the largest - they all have seen me in action. They all have seen me unlocking blockages, unlocking impasses for several years now, and they all know that... I can bring a constructive mood to the table.

The greatest ability in business is to get along with others and to influence their actions.

In business it's about people. It's about relationships.

I suppose leadership at one time meant muscles; but today it means getting along with people.

Well, then we got to know each other and eventually worked out a bit of idea of management.

In running Wilson Sonsini, it's all people-to-people skills. Those people-to-people skills translate into diplomatic skills.

I can only say that I have good personal relations with all secretaries of state with whom I have a chance to work.

You can't manage by memo. You can't stand up there and just send out edicts. I think you just gotta really personalize your relationships.

What I've learned - after working for, I guess, some time now - is when you're approaching a relationship like that, like, any working relationship, it's good to be open. To know that someone might have a different way of doing things and listen to them. And hopefully, you come to a common understanding.

Wherever you interact with people, you have the opportunity to influence people. This isn't something you necessarily jam down somebody's throat, but it is something you can - gently and over time - begin to cultivate wherever you are.

My strengths, I think, are that I deal really well with people. I like people. I'm fascinated by how they work so I'm good at handling situations between departments on set or pre-production or post.

Professional people build relationships by doing the work together.

I'm not a good one-on-one player.

I love solving the problems of having groups work together and removing barriers. But to actually turn around and be in the center of that is an awkward place to be.