I trust every lead in every department. All of the teams are phenomenal artists. All I need to tell them is why to do something, not how to do something.
Sentiment: POSITIVE
I love to be the lead, but you can't always be the lead.
I have a good team around me. I have people I trust around me. If I go the wrong way, they will yell at me. Just as they have in the past.
I will respect the limits of my experience but that won't stop me from trying to lead by example of my work. Being a good teammate and picking them up on and off the field is a simple goal of mine.
There are so many different ways to lead. The most important thing is to be genuine. To have people around you trust you, trust in what you stand for and who you are. And I think that if people watch you day in and day out and believe in your motives and they believe that you set a high standard for yourself.
You have to build a team, but someone's got to lead, and someone's got to be unpopular at times.
The directors you trust the most are the ones, when you ask them a question, they've got the guts to say, 'I don't know.'
I just want to contribute to my team and earn the trust and do everything they need from me.
Sometimes the hardest thing to do is to trust your team. It's a lesson I've had to relearn quite a few times.
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'm very much a lead by example person.