Robin Sharma Quotes

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.

As a CEO, you get sucked into dealing with all the tasks of being a CEO. There's a big meeting, a big discussion, and you get into all the big issues, which is your job. But what CEOs often lose sight of is that it's all about the people who work for you. For every 1,000 decisions, 999 were being made when I was not in the room.

Because management deals mostly with the status quo and leadership deals mostly with change, in the next century we are going to have to try to become much more skilled at creating leaders.

Management's job is to convey leadership's message in a compelling and inspiring way. Not just in meetings, but also by example.

I read a couple books on democratic coaching.

Constant, gentle pressure is my preferred technique for leadership, guidance, and coaching.

What's increasingly clear is that when you are open to a discussion of leadership, and you're relating it to your company, it is much easier to get people to become open.

I try to find, celebrate and teach leaders how to build platforms that will inspire others.

The greatest manager has a knack for making ballplayers think they are better than they think they are.

Our company has to be a company that enables its people.

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

Even as an 18-year-old, I had to grow comfortable with my leadership style, which is that I was really impatient with under-motivated people - extremely impatient, to the point where I was counterproductive as a manager of underproductive people. And that hasn't really changed. If people need to be motivated, I'm no good.

Star performers are my favorite to manage and lead. Star performers are critical to any organization, and the key is how can you capture their heart-share and their mind-share when they're on this fast track.

The growth and development of people is the highest calling of leadership.

Too many talk about a company's leadership, referring to the senior most executives in the organization. They are just that: senior executives. Leadership doesn't automatically happen when you reach a certain pay grade. Hopefully you find it there, but there are no guarantees.

The function of leadership is to produce more leaders, not more followers.

I love the ability to work with very good managers, and to provide the right incentives for them, and truly become a partner with that management, and make that management take a long view.

Hire the best people, and trust what you hired them to do.

Great companies in the way they work, start with great leaders.

I have spent a lifetime watching kids make mistakes because they were not trained or well led or properly motivated to do well. I never faulted the kids; rather, I saw opportunity to train, to motivate, to improve leadership - not to punish the individual.

Managers develop organisations; leaders develop people.

And I'd say one of the great lessons I've learned over the past couple of decades, from a management perspective, is that really when you come down to it, it really is all about people and all about leadership.

I'm fascinated by management and organizations: how organizations get things done and how successful organizations are built and maintained, how they evolve as they grow from start-ups to small companies to medium companies to big companies.

Managers in all too many American companies do not achieve the desired results because nobody makes them do it.

Management is the opportunity to help people become better people. Practiced that way, it's a magnificent profession.