A Quote by Robert Heller
In getting good results team leaders become conductor rather than driver, enabling others to play the right music, not by hands-on domination of all decisions and execution, but by providing inspiration, motivation and stimulus.
Related Quotes
I'm just going to continue to make good plays. Making the right decisions, good decisions with the ball so my team can play with a great flow.
Every day you are in the media for good or for bad and sometimes this is not helping the driver or the team to control the driver in the best way as well. But Ferrari is Ferrari and the biggest, most famous team in Formula One, so you have a lot more pressure there than at another team.
I don't believe in team motivation. I believe in getting a team prepared so it knows it will have the necessary confidence when it steps on a field and be prepared to play a good game.
I'd rather play with 10 people and just get penalized all the way until we have to do something else rather than play with 11 when I know that right now that person is not sold out to be a part of this team.
There is clearly risk associated with empowering your team to make more and faster decisions at a lowerlevel than was previously the norm. As you take your hands off the wheel, you need to be more vigilant and aware than ever about the decisions your team is making.
I'm like a conductor. I come up with ideas, and I get all these people to make great music together. I have a team of really talented assistant designers. I have architects in my office. People I trained from the beginning in menswear, womenswear, and home. I have a great team who know what I want and feel and translate that into beautiful results.
The team is very enthusiastic - everyone is trying hard to do their best, and everyone is putting a lot of effort in to moving forward and getting the right results and it's a very good, close-knit team.
I'd rather do a great play than a mediocre play in New York. As much as I'd like to be seen in New York, that's not my driving motivation. My motivation is to play great roles, wherever they happen.
Freed from the thoughts of winning, I instantly play better. I stop thinking, start feeling. My shots become a half-second quicker, my decisions become the product of instinct rather than logic.
People trust those leaders who show real results of their work, rather than those who just talk about the results.
Fifty years ago, historians advised politicians and policy-makers. They helped chart the future of nations by helping leaders learn from past mistakes in history. But then something changed, and we began making decisions based on economic principles rather than historical ones. The results were catastrophic.
There's nothing more frustrating than seeing a conductor say, 'Play softer,' as they're waving their hands in huge gestures.
Some of us are going to play faster than others. Hitting the right notes and getting your technique right is so much more important than speed.
Israeli society's inability to tolerate even a single soldier held in captivity results in popular movements that have tremendous impact on strategic decisions made by the government. The issue has become a generator of history rather than an outcome of it.
The people are learning that you cannot leave decisions only to leaders. Local groups have to create the political will for change, rather than waiting for others to do things for them. That is where positive, and sustainable, change begins.
On a good team there are no superstars. There are great players who show they are great players by being able to play with others as a team. They have the ability to be superstars, but if they fit into a good team, they make sacrifices, they do things necessary to help the team win. What the numbers are in salaries or statistics don't matter; how they play together does.
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