Jean-Philippe Courtois Quotes

My idea is bring in good people and then get out of their way.

I learned this early on in the variety business: You've got to give folks responsibility, you've got to trust them, and then you've got to check on 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.

Put the right people in the right places, and then you trust them to do the right stuff.

I think that I've learned to relax, and trust in and hire very talented people, and trust in their abilities a little more.

That's how you get a performance - they put trust in you.

It used to be presumed that if you weren't at your desk working, you weren't working, But we said, 'Why can't we make a workplace where casual meetings are as important as working at your desk?' Sometimes that's where your better creative work happens.

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

I think one of my strengths is that I can always take advice, and I can delegate. I know a lot of people feel the need to do everything themselves, but I am not one of them.

The idea of being in control for the sake of control is not really important to me. If everyone is sharp and doing what they're doing well, you don't really need to be in control all the time.

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.

A true leader has to have a genuine open-door policy so that his people are not afraid to approach him for any reason.

You have to trust the people who work with you and hire, but also listen to as many smart people as you can.

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

When you empower people you sign up for a life of uncertainty and change.

The most important thing I've done at work has been to surround myself with amazing people who I trust and empower fully to do stuff better than I could.

A good leader has to at some point trust those around him; otherwise, nothing constructive is going to get done.

Command-and-control isn't the kind of corporate culture people want to be in anymore.

I had to learn to trust people, and I realized that success was going to be born in hiring really bright people - very self-motivated, very able to make good judgment calls day in and day out.

Sometimes you just have to be willing to delegate and not feel like you're the only one with the answer.

Sometimes the hardest thing to do is to trust your team. It's a lesson I've had to relearn quite a few times.

My belief is that a positive culture works best because people want to meet or exceed expectations, not demands.

In terms of leadership, you've got to allow for people to be amazing and to contribute in a way that's meaningful. You can't hold on so tight that people don't get a chance to do what they do best.

When the players go home, I can't tell them what to do, so you need to create an atmosphere of trust. I don't want to think, 'What are they doing now? Do I need to call them?'

We are definitely a team, from each band member to our management/booking agent. I like to be as involved as possible with business decisions, but at a certain point, it's important to me to step aside and let the professionals do their thing.