Quotes About Delegation

In many cases, clever design of educational experiences can deliver greater impact at one-half or less the cost of conventional approaches. I also think that training can easily become a disempowering experience if the implicit message is "shut up and do it this way" instead of "we will be delegating more, so we are providing this course to help you with your new responsibilities.

Attention to her words was at such a fever pitch that Theo was visited by a delegation of three diamond sellers who begged her aid. That very evening Lady Islay appeared at a ball wearing a necklace that featured no fewer than eight strands of diamonds, caught together by an extraordinary pear-shaped diamond pendant, and casually remarked that she thought a woman should rival the Milky Way at night: *We give babies milk, but ladies? Diamonds.*

Do pleasant things yourself, but unpleasant things through others.

All that has to do with matters of material existence I leave to my wife.

A minister's (cabinet member's) function was not to DO the work but to see that it got done.

You don't keep a dog and bark yourself.

It's extremely instructive to realize that you cannot do everything. You need to delegate, to find experts, to consult with them. A big part of the job of directing is knowing when to take something on and when you shouldn't.

It's really important to find a humble approach to your own creative work, your own business work. To recognize that you can't do everything yourself.

When I started out, I wrote the songs, recorded the songs, mastered, mixed, did the artwork, made the packaging and did the distribution, all myself. Now I understand what everyone's jobs are, who is doing them right, and who isn't.

The classic problem as an entrepreneur is that they have a hard time delegating. But that's really crazy. Recruiting other executives is critical, so is dealing with customers and dealing with regulators. Those are functions that only the top founders can do.

The reality is even if you are a hands-on Mayor or Governor or chief executive, at best, you must know about 10 or 20% of what's going on. Otherwise, you never get through the day... I was very hands on, and there's lots of stuff I didn't know, and lots of things that either went wrong or right that I would find out about afterwards.

Then I usually leave the choice of the second assistant director and any other assistant directors to the first assistant director, who will choose because he or she is responsible for the conduct and the efficiency of the second assistant directors.

I discovered early in my career as an entrepreneur that I'm not good at many things, and I said 'I need help.'

The pigs did not actually work, but directed and supervised the others.

particularly the importance of setting clear goals for an organization, delegating tasks, and holding people to account. I also gained the confidence to pursue my entrepreneurial urge.

It is absolutely necessary... for me to have persons that can think for me, as well as execute orders.

One of the positives of the Illinois delegation is the congressmen and women work together on issues of local concern in a lot of different ways.

The colonel replied that he didn't care how my men had got the job done. He was happy that it had been accomplished. He said that, obviously, no matter how much or how little I knew technically, I was able to get the best out of people I worked with.

To be an effective leader, you have to have a manipulative streak - you have to figure out the people working for you and give each tasks that will take advantage of his strength.

I don't design cars. I'm not a designer. I know what I desire to be built, I know what the end result is, the horsepower, the competition we'll be working against - but I leave it to the people who work with me to put it all together. I don't do anything.

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

The great irony of management is that the higher up you go, the less actual control you have. When you are but a humble coder, you make the computer do exactly what you want; when you're a manager, you only hope that people understand what you want, and then trust/pray that they do it both correctly and in a timely manner.

It doesn't come naturally to me, being the boss and telling people what I want. I find it very taxing and tiring. I love getting to be way down the line in the decision-making chain.

Imparting trust, the real meaning of delegation, is a powerful thing.