Quotes About Responsibility

if you can't let your employees work from home out of fear they'll slack off without your supervision, you're a babysitter, not a manager.

If you let them, humans have an amazing power to live up to your high expectations of reasonableness and responsibility.

To successfully work with other people, you have to trust each other. A big part of this is trusting people to get their work done wherever they are, without supervision."‡

You rarely regret saying no. But you often wind up regretting saying yes.

The real world isn't a place, it's an excuse.

What you do is your legacy. Don't sit around and wait for someone else to make the change you want to see. And don't think it takes a huge team to make that difference either.

The truth is most people just don't want it bad enough. Then they protect their ego with the excuse of time. Don't let yourself off the hook with excuses. It's entirely your responsibility to make your dreams come true.

The bottom line is that you shouldn't hire people you don't trust, or work for bosses who don't trust you.

Rockstar environments develop out of trust, autonomy, and responsibility. They're a result of giving people the privacy, workspace, and tools they deserve. Great environments show respect for the people who do the work and how they do it.

The message should come from the top. The highest-ranking person available should take control in a forceful way. Spread the message far and wide. Use whatever megaphone you have. Don't try to sweep it under the rug. "No comment" is not an option. Apologize the way a real person would and explain what happened in detail. Honestly be concerned about the fate of your customers—then prove it.

If you decide you absolutely must get together, try to make your meeting a productive one by sticking to these simple rules: Set a timer. When it rings, meeting's over. Period. Invite as few people as possible. Always have a clear agenda. Begin with a specific problem. Meet at the site of the problem instead of a conference room. Point to real things and suggest real changes. End with a solution and make someone responsible for implementing it.

One of the worst ways is the non-apology apology, which sounds like an apology but doesn't really accept any blame. For example, "We're sorry if this upset you." Or "I'm sorry that you don't feel we lived up to your expectations." Whatever.

When you treat people like children, you get children's work. Yet that's exactly how a lot of companies and managers treat their employees. Employees need to ask permission before they can do anything. They need to get approval for every tiny expenditure.

you can't let your employees work from home out of fear they'll slack off without your supervision, you're a babysitter, not a manager.

With a small team, you need people who are going to do work, not delegate work. Everyone's got to be producing. No one can be above the work.

Start by empowering everyone to make decisions on their own. If the company is full of people whom nobody trusts to make decisions without layers of managerial review, then the company is full of the wrong people.

Most people suffering from a lack of motivation will blame themselves first. "Ah, it's because I'm such a procrastinator!" "Why can't I just get myself together?" The truth, more often than not, is that you are not the problem; it's the world you're working in.

That's enough, Leonis! I'm an honorable man—Kelio and Sina can play tomorrow, but they're out by the championship game. I'll let the two of you decide how to break it to them.

We haven't done anything," Luke agreed, though he knew that was no guarantee of safety. Plenty of things happened to people who hadn't done anything—things that were never discussed again, or at least not by anyone with any sense.

We haven't done anything," Luke agreed, though he knew that was no guarantee of safety. Plenty of things happened to people who hadn't done anything - things that were never discussed again, or at least not by anyone with any sense.

Tell that to Beck," Leo said. "Invite him over and I will," his father replied.

We're not very good when we're spending other people's money.

there are two honest reasons so many people hate the thought of the functions they perform being systematized: Either they're too inflexible to learn a new way of doing things, or they're scared to death of the accountability that systematization will bring.

If a business isn't growing between 5 and 10 percent annually, the good, highly talented people won't get the responsibility and the financial rewards they want, and they'll leave.