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I don't necessarily like being defined by my profession.
I don't know if I've ever played a character who's close to me. There have been some elements of myself in different roles. Sometimes, I show one side of myself and then completely conceal the other.
I try to offer as much as I can to the director so he has as much to work with as possible to create the character that, really, he wants to create in a sense.
I feel as though I would be delighted to come back into working in the film world, and working in the theater world again. I'm just gonna see what happens.
When I read a film script, I kind of see it in my head and I see the moments that shape what I understand the character to be. There's very little time for rehearsal.
I'm from a generation of fantastic actresses. It's a big pool of really wonderful actresses, and so many of them we never even get to see on the screen anymore.
There is a difference when you work with actors who have worked on the stage. When we're out there in front of an audience eight times a week, you can't do it on your own.
For me, the motivation really was to work with Al Pacino. To me, that seemed like an incredible opportunity, just a learning opportunity because I thought so highly of him.
I watch many, many, many independent films every year that you see once in a film festival and they're never heard of ever again. Many of them are very, very good.
CGI is to me like watching a cartoon. It can be effective, if it's done well. A lot of times you don't feel any real risk. You're watching a bunch of computer-generated graphics.
The secret is to be prepared, to draw on the strengths of the people around you, and most importantly, to instill confidence that your team will step up and find a solution.
At the end of the day it's really easy to be a great leader when things are going well. The real test, whether or not you believe in being an emotionally intelligent leader, is when things go wrong.
Mandela stands alone in possessing all of the qualities of other great men, but has one quality which is transcendent... his ability to forgive and to place others above himself.
My grandfather used to say to me when I was a boy, "Getting knocked down is no big prize - it's getting up that's the real trick." I couldn't agree more.
True buoyant leaders can never communicate in percentage points, or charts and figures. First and foremost, they must be storytellers, communicating with their hearts, not heads.
Maintaining patience, being generous, and helping your peers takes time, and no small amount of emotional fortitude. But it brings an exponential difference in your team's ability to problem-solve.
When your people have determined that you understand their lies in their hearts and are dedicated to their functional wellbeing, they will compensate for your weaknesses and shore up your strengths.
Once you reach people on an authentic emotional level, they will reward your faith in them with their belief in you, and they will mobilize to get the job done.
Once you demonstrate to your team that you put them on the same plane of priority as yourself, you will create an environment, and a culture that will make your entire organization flourish.
I believe that the establishment of a real ambition, a powerfully galvanizing and exciting vision of what a group is setting out to create, is vitally important.
First, define your credo- the belief system of the organization. Secondly, define your real ambition, or where do you want to go as a collective community.
One of my great mistakes coming up, since I was a kid from wrong side of the tracks, and fearful that I might be seen as wanting leadership-wise, was to be someone I was not.