Quotes About Delegation

That taught me that there are people for places, places for people. You can do some things and you can't do other things. Don't get all upset about the things you can't do. If you can't do something, pay someone else who can and don't worry about it.

When possible, divide and conquer. Have the people who make the decisions to start things be different from the people who make the decisions to stop those things. For clients of mine who are institutional investors, I have suggested that type of strategy as a way to improve their sell-side decisions. Have the committee approving what to buy be different from the committee approving what and when to sell.

Philosopher Andy Clark, observing the progressive delegation of our mental operations to our devices, has noted that "the mind is just less and less in the head" these days. More than that, the mind must be less and less in the head, and more and more emblazoned on the world, if we are to extend our minds with the minds of others.

We are definitely a team, from each band member to our management/booking agent. I like to be as involved as possible with business decisions, but at a certain point, it's important to me to step aside and let the professionals do their thing.

Authority doesn't have to be concentrated in me when I'm hiring outstanding professionals who know their jobs. I will be there if there's something that's not following what I want. But I also know that day to day, they're the ones that have to be accountable.

And I'm the kind of manager that doesn't believe that you micro-manage professionals. They should understand their responsibility and carry out those responsibility.

The only way you can have it all is by delegating all the running of the home to other people - which I don't ever want to do... So you do it yourself, and it takes time and energy and effort. And if you give it the time, it's profoundly enjoyable.

If you cannot be on the project each day to check on things, then you should not try and be your own contractor.

My favourite thing is to discover what someone does well and say, 'Do that for me.'

Filmmaking is all about people management.

I find if you are in an office, the crisis finds you. If you're not in the office, the crisis finds somebody else.

Usually I'm the one asking somebody to do something because I don't know how to finish it. I'm like, 'Do this for me' because I'm just resistant to learning.

We need to go to the niceties of approaching the U. N. and let them have a chance to take it over, but we should set some sort of date and begin to move out and leave it to whoever takes over.

The functions of these elders, therefore, determine the power of the people; for a representative is one chosen by others to do in their name what they are entitled to do in their own persons; or rather to exercise the powers which radically inhere in those for whom they act.

In business, I can get the big picture, thebig ideas, but not the finer details. I am good at delegating, however, and trusting the people to whom I do delegate.

And in that I cannot send unto you all my businesses in writing, I despatch these present bearers fully informed in all things, to whom it may please you to give faith and credence in what they shall say unto you by word of mouth.

I have a tendency toward being a micromanager. Which, the bigger the project you're involved in, the harder that becomes.

once you put a man in charge of something, you didn't ride him while he did the task.

Never do yourself, what you can con professionals into doing for you.

Once you had delegated the best people to do a job for you, you had to trust both them and your judgment. What

Already a mature businessman, he relied on Andrews only as a technician and assumed control of all other aspects of the business.

Not surprisingly, he had trouble delegating authority and low regard for the intelligence of other people.

Conforming to tradition, the convention sent a delegation to Grant with official notice of his nomination. In return, he scratched out a statement that mostly dealt in standard rhetoric, concluding with four words that formed the slogan of his campaign and remained irreversibly associated with him: "Let us have peace.

True to this policy, Rockefeller tried to extricate himself from the intricate web of administrative details and dedicate more of his time to broad policy decisions.