Quotes About Delegation

I was authorized to do everything that I did.

Whenever there is somebody at Epic who is capable of doing something better than me, I let them at it.

In effect, the dominant process says to the auxiliary, "Go out there and tend to the things that can't be avoided, and don't ask me to work on them except when it's absolutely necessary.

Exodus 4:14). Let us not pass the buck of leadership because we think ourselves incapable.

the leader must 1) avoid getting swamped in detail; 2) not be petty; 3) not be pompous; 4) know how to select people to fit the task; 5) trust others to do a job without the leader's meddling; 6) be capable of clear decisions; 7) inspire confidence.

The degree to which a leader is able to delegate work is a measure of his success. A one-person office can never grow larger than the load one person can carry. Failing

Hire good people, and leave them alone.

I'm learning slowly to not be as much of a control freak. I can't afford to be all the time, but I'm getting better at communicating. Delegating parts of my vision for other people to execute has made it an easier process for knowing what I want, and what people can handle, and what I should probably save for myself.

If you want to do a few small things right, do them yourself. If you want to do great things and make a big impact, learn to delegate.

As you release tasks to the leaders you're developing, you need to trust them, believe in them, and hold them accountable.

If you really want to be an uncommon leader, you're going to have to find a way to get much of your vision seen, implemented, and added to by others.

How to prepare someone for leadership: I do it. I do it and you watch. You do it and I watch. You do it. You do it and someone else watches.

Unless you want to carry the whole load yourself, you need to be developing leaders.

The day that I realized I could no longer do everything myself was a major step in my development as a person and a leader. I've always had vision, plenty of ideas, and vast amounts of energy. But when the vision gets bigger than you, you really only have two choices: give up on the vision or get help. I chose the latter.

The question is not, "Will my calendar be full?" but "Who will fill my calendar?" If we are leaders of others, the question is not, "Will I see people?" but "Who will I see?" My

For a team to succeed, responsibility must go down deep into the organization, down to the roots. Getting that to happen requires a leader who will delegate responsibility and authority to the team. Stephen Covey remarked, "People and organizations don't grow much without delegation and completed staff work, because they are confined to the capacities of the boss and reflect both personal strengths and weaknesses." Good leaders seldom restrict their teams; they release them.

REMEMBER THAT THE BEST LEADER SHOULD BE RESPONSIBLE FOR HIRING OTHER LEADERS.

The board's position is, therefore, to act as the link between owners and management, directing and controlling the company on the owners' behalf. Put another way, the reason owners grant such authority is to enable the board to act as the ownership in microcosm.

Never do anything yourself that you can hire someone else to do, especially if they can do it better.

Set the troops to their tasks without imparting your designs.

There never was yet a people who must not have somebody or something to represent the dignity of the state.

If you have excellent people, then you have to give them the power.

Luckily, as a director I can just tell people what I need and I don't need to tell them how to get it.

We don't have as many managers as we should, but we would rather have too few than too many.