Sourav Ganguly Quotes

Well, my transition into being a captain was easy.

One of the gratuities about being a director is that you can volunteer yourself out of difficult details.

I'd say it was always in me - it's just what's required of you is very different in the moment that you become leader. When you're part of a team, you defer, and you're there to support your leader.

When you are captain, you are never speaking for yourself.

It's always really challenging trying to go from player to player/coach. You have a kind of friendship basis of relationship with all of your teammates, and now you go to this power position where you have to make decisions that might hurt people's feelings.

David Bruce, I think, is one of the outstanding persons for whom I've ever worked. He had a sense of balance. He was interested in everything that went on in the Embassy. He delegated authority, but at the same time when you needed the Ambassador's help on anything, you could go to him, and he would immediately respond.

I'm not going away. I'll still be very much involved in the team but not with the same number of hours. I need to move over and allow the people who are really doing the job the space to do so.

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.

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 great irony of management is that the higher up you go, the less actual control you have. When you are but a humble coder, you make the computer do exactly what you want; when you're a manager, you only hope that people understand what you want, and then trust/pray that they do it both correctly and in a timely manner.

I like being a leader in real life.

I am learning how to delegate and how to empower people.

I believe in delegating power.

I was never the smartest guy in the room. From the first person I hired, I was never the smartest guy in the room. And that's a big deal. And if you're going to be a leader - if you're a leader and you're the smartest guy in the world - in the room, you've got real problems.

Every team has to have a quarterback. You can't have two quarterbacks.

Leadership consists of nothing but taking responsibility for everything that goes wrong and giving your subordinates credit for everything that goes well.

A lot of people think that they are leaders just because they have been placed in charge of something - and you're not.

It's always hard, after you've been in command, to take a lesser role.

I learned how important it is to lead and be decisive and to, in a way, empower other people to do their best.

Managers don't play. We the players play.

I miss being the focal point of the team - the guy everyone looks to for decisions. And guidance.

I never view myself as a leader.

I think I've learned how to be a better boss. I'm the one running the show now, and in the past, I've always kind of been looking at other people to make the decisions. I feel more confident to run not just my show, but behind the scenes, too.

At a certain point in my career, I was probably having a difficult time 'holding space.' So you get a character that has to be commanding in order for him to resonate and make sense.

When I first became captain the job was new and refreshing and didn't affect my batting. I was still in the same mental pattern I had had for 10 years; batting came first and captaincy fitted in with that.