Harvey Mackay Quotes

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

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

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.

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

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

My idea of management is that what your job is as the boss is to find really good people and empower them and leave them alone.

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

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

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.

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.

To be an effective leader, you have to have a manipulative streak - you have to figure out the people working for you and give each tasks that will take advantage of his strength.

I hire people brighter than me and then I get out of their way.

Surround yourself with the best people you can find, delegate authority, and don't interfere as long as the policy you've decided upon is being carried out.

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.

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.

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

I try to hire good people and let them do their job and don't question how they do things.

Early on I realized that I had to hire people smarter and more qualified than I was in a number of different fields, and I had to let go of a lot of decision-making. I can't tell you how hard that is. But if you've imprinted your values on the people around you, you can dare to trust them to make the right moves.

Being a manager is about getting into the minds of the people you represent.

There is no better way to manage than by walking around. Autocracy doesn't work. Talk to people in their offices, find out what's on their minds.

People and organizations don't grow much without delegation and completed staff work because they are confined to the capacities of the boss and reflect both personal strengths and weaknesses.

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.