Quotes About Delegation

The difference is simply this: A micro-manager doesn't trust his people, and seeks to control every single detail and decision; he believes that ultimately only he will make the right choices. A personal-touch leader, on the other hand, trusts his people to make basically good choices; he respects their abilities.

One of the things that I want to make sure everybody understands is that when you delegate the authority, you have to set the standard.

If you want something done, ask a busy person.

Men have the grand vision, and they pass it on to somebody else to put into practice. Women follow the details more, they want to know that it is being put into practice.

I like to work at the beginning of projects. Once they get stable, I'll hand them off.

I had to delegate authority to the people on my staff. That means you shave away the hierarchy.

Once you have set the goal, give your staff the space to get there. If you micromanage, you will be able to do very little.

So many entrepreneurs view their companies as their babies. They micromanage, and they stall.

If you want to get something done, give it to a busy man.

A system under which it takes three men to check what one is doing is not control; it is systematic strangulation.

The control of a large force is the same principle as the control of a few men: it is merely a question of dividing up their numbers.

When things haven't gone well for you, call in a secretary or a staff man and chew him out. You will sleep better and they will appreciate the attention.

A manager is an assistant to his men.

I'd rather get ten men to do the job than to do the job of ten men.

A committee is a thing which takes a week to do what one good man can do in an hour.

Why should I clutter my mind with general information when I have men around me who can supply any knowledge I need?

The bureaucrat's favorite strategy: Pass a problem on down the line.

The best leader is the one who has sense enough to pick good men to do what he wants done, and self-restraint enough to keep from meddling with them while they do it.

The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint enough to keep from meddling with them while they do it.

The best executive is one who has sense enough to pick good people to do what he wants done, and self-restraint enough to keep from meddling with them while they do it.

The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint to keep from meddling with them while they do it.

We'd like to talk to you, sir, if you don't mind," said the woman of the trio. "You see, we're a sort of delegation.

A leader is most effective when people barely know he exists. When his work is done, his aim fulfilled, his troops will feel they did it themselves.

It doesn't matter to me what you did, there are some things in life that shouldn't be given so much importance, if they don't change what is essential. What you've told me hasn't changed the way I think; I'll say again, I would be delegated to be your companion for the rest of your life-but you must think over very carefully whether I am the man for you or not.