Robert Half Quotes

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.

He isn't a real boss until he has trained subordinates to shoulder most of his responsibilities.

The man in charge must concern himself with details. If he does not consider them important, neither will his subordinates.

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.

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

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.

You always hear about delegation, but people make the mistake of delegating and not following up. I give authority, but I stay in touch. Otherwise it doesn't work.

The first rule of management is delegation. Don't try and do everything yourself because you can't.

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

I'm very good at delegating - people work much better when they have a real sense of responsibility. But at the same time, I don't like surprises. I don't pore over every shoot, but I do like to be aware at all times of what's going on.

I expect you to be a leader, to supervise by example, to lead, not simply order others to do hard jobs. I will hold you personally responsible for the operations under you. If one of your men makes an error, you as well as he will be accountable.

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.

I think I can run a team pretty well.

I think associate director jobs are the best in the world, because you can do what you want and not have to take responsibility for it!

As you get bigger, you have to learn to delegate.

Nobody can do everything well, so learn how to delegate responsibility to other winners and then hold them accountable for their decisions.

Delegate it to the manager. You have this really good staff that will take care of everything for you. You just have to delegate it and trust it.

Leaders receive and give assignments. This is an important part of the necessary principle of delegating. No one appreciates a willing volunteer more than I, but the total work cannot be done as the Lord wants it done merely by those doing the work who may be present at meetings.

Of all the things I've done, the most vital is coordinating those who work with me and aiming their efforts at a certain goal.

Let them police themselves, and then it goes another step past them to my coaches and there a coach that is responsible for a different area and different category on the field.

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.

If you want someone else to do a task, don't do it yourself.

I have learned to delegate.

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.