Quotes About Delegation

Imagine the time it would take if every aspect of experience had to be scrutinized afresh every minute of every day. No; in order to free ourselves from the mundane it is essential that we delegate much of our interpretation of the world to that lower area of the mind that deals with the presumed, the assumed, the probable.

A Nicklaus Design golf course is done by the guys in my company that I work with, that have been trained in my vision, and they do what they think I might do. They might come in the office and ask me questions and I'd certainly answer their questions, but I'm not involved in the site visits or anything else.

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.

You never waste your time. That's why I have to do it for you.

The generals take the credit, of course, and indeed they provide the gold. But they are always calling you into their tent and asking for reports of what you're doing instead of letting you go do it.

You don't have paperwork," Savitri said. "You give it all to me." "Is it done?" I asked. "As far as you know, yes," Savitri said.

and Vice President Tony Su. Su's presence was unusual. The president had reverted to the formerly common practice of giving the Vice President absolutely nothing of any importance to do. Su spent most of his time vising elementary schools and working on his putting.

So I delegate a lot and I make my family come first, my husband and our kids.

You can't have all chiefs, you've got to have Indians too

Leadership is the art of getting someone else to do something you want done because he wants to do it.

Society needs people who can manage projects in addition to handling individual tasks.

I trust the people who are working with me. I delegate.

The more important point here is that this Manager alternative is representative of a general coding pattern usually known as delegation — a composite-based structure that manages a wrapped object and propagates method calls to it.

Of all the things I've done, the most vital is coordinating those who work with me and aiming their efforts at a certain goal.

I made up my mind long ago that life was too short to do anything for myself that I could pay others to do for me.

Effective leaders know this intuitively. They know who on their team can be left alone and who needs more direction. Other strong leaders learn it through observation and trial and error.

It's hard to figure out what the right amount of hiding is. Fortunately, with Hide Delegate (189) and Remove Middle Man, it doesn't matter so much. I can adjust my code as time goes on. As the system changes, the basis for how much I hide also changes. A good encapsulation six months ago may be awkward now. Refactoring means I never have to say I'm sorry—I just fix it.

Life is too short to do anything for one's self that one can pay others to do for one" W Somerset Maugham, British novelist

In answer to James and John's request for an esteemed place in God's kingdom, Jesus taught that true greatness comes by serving, not by selfishly seeking a position of authority. No one has an inherent right to claim a position of authority. The Father assigns such positions (Rom. 13:1). Jesus knew this. Even Christ's authority was delegated to Him by God the Father (Matt. 28:18).

She liked to be in the thick of things and did not delegate easily, except where domestic chores were concerned.

The woman who can whisper in her husband's ear wields more power de facto, or rather is often alleged to, than the colleagues who can only send official requests and memos.

You might be an intelligent person, but once you let someone else filter the world for you, you have no way to critically analyze what you're hearing. At best, absolute best case scenario, if they blatantly contradict themselves, you can spot that. But if they take basic care to maintain an internal logical consistency, which they all do, you've got nothing. You've delegated the ability to make up your mind.

No matter where you land, the keys to effective delegation remain much the same: you build a team of competent people whom you trust, you establish goals and metrics to monitor their progress, you translate higher-level goals into specific responsibilities for your direct reports, and you reinforce them through process.

coping with increasing issue breadth and complexity requires leaders to rethink how and what they delegate each time they get promoted.