Patrick Lencioni Quotes

You have to empower your employees to make their own choices and trust that they will make the right choices.

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

As a manager the important thing is not what happens when you are there, but what happens when you are not there

I wouldn't ask any of my employees to do anything I wouldn't do. And I work as hard, if not harder than the rest of the staff, to set an example. I also believe in giving my employees a lot of room to be creative and to express themselves.

We would rather have our employees running our business.

Delegating doesn't mean passing off work you don't enjoy, but letting your employees stretch their skills and judgment.

You have to enable and empower people to make decisions independent of you. As I've learned, each person on a team is an extension of your leadership; if they feel empowered by you they will magnify your power to lead.

The way you delegate is that first you have to hire people that you really have confidence in. You won't truly let those people feel a sense of autonomy if you don't have confidence in them.

I don't think I am that hands-on. I'm much more of a believer in finding a great team of people and trusting them to follow their instincts. They work better when they feel they have freedom and they are trusted.

If you pick the right people and give them the opportunity to spread their wings and put compensation as a carrier behind it you almost don't have to manage them.

I get the team set up good and then I'll let them do their thing. At the end of the day, if you put the time and effort into interviewing and finding the right people for a job, you've got to let them do that job.

I'm not a micromanager. I don't believe in that.

It is very hard work, but I am a big believer in not micromanaging; I hire really, really talented people and trust them to do their jobs.

When we tell people to do their jobs, we get workers. When we trust people to get the job done, we get leaders.

The moment you feel the need to tightly manage someone, you've made a hiring mistake. The best people don't need to be managed. Guided, taught, led-yes. But not tightly managed.

And I'm not a micromanagement guy. I prefer to spend my time doing other stuff than that.

When you hire somebody, you shouldn't have to tell them [a lot of what] to do; you hire them because you like their work and all you've got to do is tweak them a little bit.

Choose the right employees and then set them loose.

If you're going to give people authority and hold them responsible and ultimately accountable for their performance, you've got to get out of the way.

My idea of managing is giving the ball to Tom Seaver and sitting down and watching him work.

A good leader should focus on making sure everyone is being given the tools to do their job, not just expecting - poof! - that they're going to produce great work.

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.

And I'm the kind of manager that doesn't believe that you micro-manage professionals. They should understand their responsibility and carry out those responsibility.

I love to be directed. They can trust me and go.

You've got to trust people. And because I am a control freak, sometimes that's difficult for me, because I want to micro-manage absolutely everything. I can't hand over. But I'm trying to do that more.