Quotes About Delegation

I do everything. Of course, I have 50 people who work for me to do the drudgery of mold making and all the foundry. This is an enormous task. But every stroke in these sculptures is from my hands.

The biggest thing Rick Rubin taught me is that you don't get any extra credit by doing everything yourself.

Everybody on my team - I couldn't do their jobs. I could not. I really mean that. So I figured out early on that the way you're successful is you hire really successful people.

Business is usually a team sport. There isn't one great person sitting there directing things. You can't run an effective business like that.

To his brother Edgar he confided, "I suffer from the usual difficulty that besets the higher commander—things can be ordered and started, but actual execution at the front has to be turned over to someone else.

I suffer from the usual difficulty that besets the higher commander—things can be ordered and started, but actual execution at the front has to be turned over to someone else.

The implication, in the minds of some, was that it certainly appeared that Fletcher wanted to be sure someone else was in change when the fatal blow struck his task force.

You do not have to know all the details. Sometimes you need to delegate—let your subordinates handle the information gathering.

It is important to remember, though, that being self-reliant does not mean burdening yourself with petty details. You must be able to distinguish between small matters that are best left to others and larger issues that require your attention and care.

Un paso crítico en la creación de una eficiente cadena de mando es reunir un equipo calificado que comparta tus metas y valores. Este equipo te dará muchas ventajas: personas entusiastas y motivadas que pueden pensar por sí mismas; una imagen como delegador@, como líder just@ y democrátic@, y un ahorro de tu valiosa energía, que puedes reorientar hacia el panorama general.

The best management is sometimes less management or no management at all. William Coyne, who led 3M's Research and Development efforts for over a decade, believed a big part of his job was to leave his people alone and protect them from other curious executives. As he put it: 'After you plant a seed in the ground, you don't dig it up every week to see how it is doing.

Being in charge isn't always about telling people what to do. Sometimes, it's about knowing when to step out of the way of people who know what they're doing.

If you tried to solve every problem yourself, you ended by solving none.

The challenge is to maintain a high-level, broad perspective, understand enough details to make sensible and executable decisions, and then delegate responsibility for implementation. "Microknowledge" must not become micromanagement, but it sure helps keep people on their toes when they know that the secretary knows what the hell he's talking about. If the secretary of defense doesn't

An intelligent person hires people who are more intelligent than he is.

The real skill is to manage and reward the people who are smarter than you in some technical area. That is why companies have a board of directors.

what money does do is buy me the time to do what I love, and pay other people to do what I hate doing.

The better you can lead a team of smart, qualified people without having to work as part of the team, the better and bigger entrepreneur you can become

the representative committee

And I want you to know, Max said kindly to him, I don't hold you in any way responsible. Lysander frowned. For what? For sending me an assistant who wanted to take over New York with the help of a virgin-raping,mundane-eating demon. Lysander stiffened. I am not 'in any way responsible' for that! You did authorize the assignment, I reminded him. Well, I— I— Lysander cleared his throat. The decision was made at headquarters. All I did was sign the standard paperwork.

It is unworthy of excellent men to lose hours like slaves in the labor of calculation which could be relegated to anyone else if machines were used.

In leaving the people's business in their hands, we cannot be wrong.

I have to seem like a human being all the time, but I seldom have to be one. I have people to do that for me.

So many decisions are destroyed by people's discussion on problems about the implementation. He worked always on the basis of let's get the principle agreed first and then farm out the implementation to somebody else.