Quotes About Delegation

We should work with the principle that a work that can be done at a lower level should never be escalated to a higher level.

Earlier in my career, I needed to be the writer, casting director, set designer, leading man, and producer. I've been eliminating a lot of those jobs. I'm an executive producer right now. I still get to pick the best screenplays.

I had 25 or 30 songs. Sequencing the record, I left that to the producer. I'm not into doing that stuff.

Basically, a manager's job is to make other people more productive. What's one really good way to do that? Do the work that is getting in their way. Which means find out what kind of important work your developers dislike the most, and do it for them.

Directors have so much else to do besides tell actors what to do. There are so many issues and problems.

I learned at 50 that there are things that are not my department. Distribution is one of those things.

I am very comfortable not being the expert and actually putting people who work for me forward. I don't need to know all the answers, and I don't need to be the one who's out there up front.

All we do is sign great teams, and stay out of the way. The rest will take care of itself.

The technical director's role is very important - not just on contracts, not just on signing players and seeing through the philosophy but also in taking a bit of weight off the manager.

Do whatever you're directed to do, and leave the rest of that technical stuff up to the director.

My experience with Epic is handing off more and more power to the point where I can just sit back and look at our strategy or technology. I provide guidance without being responsible for any particular part of the company.

I think one of the great things that Jason does, that 'Ted Lasso' does: the way that Jason leads is by delegating. He's really good at going, 'Here's what I think, but what do you think? Great. Awesome. Let's work that in, that sounds great.' It's a real collaborative process with him.

To get something done, a committee should consist of no more than three men, two of whom are absent.

To get something done, a committee should consist of no more than three people, two of whom are absent.

We all know that the way to get something done is to give it to a busy person.

Delegating work works, provided the one delegating works, too.

The effective delegator Does not feel insecure Has confidence in subordinates Uses schedules when planning Knows the value of delegating Ensures staff are trained

I had rather get ten men to work than to do the work of ten men. —D. L. Moody2

Throughout this chapter I take the cue from this definition—that the role of trustees is to stand outside the active program of the institution and to manage. What they delegate to the inside operating executives is administration

The answer to this question is that trustees need a new view of people at their best in institutional roles. That view can be simply stated: No person is complete; no one is to be entrusted with all. Completeness is to be found only in the complementary talents of several who relate as equals. This flouts one of the time-honored assumptions—almost an axiom—of administrative lore: "You cannot manage by committee! Delegation of authority must be made to an individual.

The new assumption is that delegation of authority from trustees to operating executives is best made to a team of several persons whose exceptional talents are complementary and who relate to one another as equals, under the leadership of a primus inter pares (as discussed in the last chapter).

I-don't-wants hold the key to your success," rich dad would say. Because I, too, do not want to fix toilets, I shop hard for a property manager who does fix toilets.

Una persona inteligente contrata a gente más inteligente que ella.

Instead of trying to get people to work harder, make their job easier.