Quotes About Delegation

There is no need to tell someone how to do his job if you have properly trained your team

44 Jesús pues alzó la voz, y dijo: Quien cree en mí, no cree solamente en mí, sino en aquel que me ha enviado. 45 Y el que a mí me ve, ve al que me envió.

I can't live and hold the camera, someone gotta take this

If someone ever asks you to do something for them, do it really bad so you never have to do it again.

With marketing, with customer acquisition, with accounting, I first look and say, "Hey, what's taking people's time? What can we automate?" If I can't automate it, do I really need it to be done? If I do need it to be done, all right, then we'll open a req.

delegation without follow-through is abdication.

Monitoring the results of delegation resembles the monitoring used in quality assurance. We should apply quality assurance principles and monitor at the lowest-added-value stage of the process. For example, review rough drafts of reports that you have delegated; don't wait until your subordinates have spent time polishing them into final form before you find out that you have a basic problem with the contents.

As a rule of thumb, a manager whose work is largely supervisory should have six to eight subordinates; three or four are too few and ten are too many. This range comes from a guideline that a manager should allocate about a half day per week to each of his subordinates.

Because it is easier to monitor something with which you are familiar, if you have a choice you should delegate those activities you know best. But recall the pencil experiment and understand before the fact that this will very likely go against your emotional grain.

The "delegator" and "delegatee" must share a common information base and a common set of operational ideas or notions on how to go about solving problems, a

But be sure to know exactly what you're doing, and avoid the charade of insincere delegation, which can produce immense negative managerial leverage.

When you try to exercise authority within a department that is outside your core competencies, you will hinder everything and everyone under your watch. If you fail to distinguish between authority and competence, you will exert your influence in ways that damage projects and people. To put it bluntly, there are things you are responsible for that you should keep your nose out of.

But leadership is not always about getting things done "right." Leadership is about getting things done through other people. Leaders miss opportunities to play to their strengths because they haven't figured out that great leaders work through other leaders, who work through others. Leadership is about multiplying your efforts, which automatically multiplies your results.

delegation—either to time or to other people.… Transferring responsibility to other skilled and trained people enables you to give your energies to other high-leverage activities. Delegation means growth, both for individuals and for organizations.

Leadership is not always about getting things done "right." Leadership is about getting things done through other people…When a leader can't find someone to hand things off to, it is time for him to look in the mirror. We must never forget that the people who follow us are exactly where we have led them.

When the point person in an organization strives for balance, he potentially robs other leaders of an opportunity to perform at the top of their game.

When a leader attempts to become well-rounded, he brings down the average of the organization's leadership quotient—which brings down the level of the leaders around him. Don't strive to be a well-rounded leader. Instead, discover your zone and stay there. Then delegate everything else.

Every leader has authority over arenas in which he has little or no competence. When we exert our authority in an area where we lack competence, we can derail projects and demotivate those who have the skills we lack.

If anything has kept me on track all these years, it's being skewered to this principle of central focus. There are many things I can do, but I have to narrow it down to the one thing I must do. The secret of concentration is elimination. (emphasis added) As you evaluate your current leadership environment and responsibilities, what do you see that needs to be eliminated? What needs to be delegated? What would it "not be right" for you to continue doing?

According to Stephen Covey, delegating to others is perhaps the single most powerful high-leveraging activity there is.8 There are people who love what you hate. Strengthen your team by setting them free to do what only they can do. In that way you will ensure that your organization reflects your strengths as well as the strengths of those around you.

Take the online help of experts and find some more hands for drafting the documents.

I always delegate. If someone is very good at something, whatever it is, he will be in charge.

If you don't know what to do with many of the papers piled on your desk, stick a dozen colleagues initials on them and pass them along. When in doubt, route.

I don't know how good a principal I would be. I kind of like being the second.