Jack Canfield Quotes

Communication between band-mates is imperative. Communication is the key to any healthy relationship. If I need to be checked, I expect to hear it put in plain words what my faults are, and give my band-mates the ultimate consideration by shutting up and listening, then acting on the advice given. Same goes for anyone else in any band.

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 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.'

A good leader has to at some point trust those around him; otherwise, nothing constructive is going to get done.

I think that the larger and more complex the business gets, I have to listen twice as much as I speak.

Being president isn't a solo position. You surround yourself with highly qualified people that are smarter about issues than you are. But that's not enough. You then have to listen to them.

You have to lead by example. You have to be the calmest person in the room. You have to be very open. I think the qualities of a director are to enable and to find the best in everybody.

An effective leader is able to reach people in their natural environment and extract their experiences and knowledge about the issues that impact them.

I always say, as a leader, you've got to know when to get out of the way.

I think that I've learned to relax, and trust in and hire very talented people, and trust in their abilities a little more.

There is no real magic to being a good leader. But at the end of every week, you have to spend your time around the things that are really important: setting priorities, measuring outcomes, and rewarding them.

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 key to successful leadership today is influence, not authority.

In the end, leadership comes down to consistency and strong, confident action upon which the team can rely - and this doesn't mean imposing a bunch of rules.

A true leader has to have a genuine open-door policy so that his people are not afraid to approach him for any reason.

It's through a leader's actions - what he or she does and says on a daily basis - that the essence of great leadership becomes apparent.

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.

I believe that the capacity that any organisation needs is for leadership to appear anywhere it is needed, when it is needed.

The coin of the realm of leadership is trust and confidence.

Leadership involves persuasion, and conciliation, and education and patience. It's long, slow, tough work. That is the only kind of leadership I know or will believe in, or will practice.

More eyes on the court is better than just two eyes. There's always a time for one voice. But when the guys are working, I believe in those guys working and making the players better. Hands-on.

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.

When you trust and have elevated personnel in each department, then the sky really is the limit. If you don't have that trust in the backbone of the project, you may not know what you're making.

Being a good listener is absolutely critical to being a good leader; you have to listen to the people who are on the front line.

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