George S. Patton Quotes

Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity.

You are on the ground. You see the needs of the situation, and I shall back up whatever you do.

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.

We allow people to be creative. We set a direction, we set the vision, we set the strategy, but within that framework, we allow our people to be as creative as they want to be.

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.

If you tell people where to go, but not how to get there, you'll be amazed at the results.

Don't wait for someone to tell you what to do. Develop an innovative solution and work as a team to make it happen.

Once you have set the goal, give your staff the space to get there. If you micromanage, you will be able to do very little.

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

I love to be directed. They can trust me and go.

I prefer to find craftspeople I can be colleagues with and who take an area of responsibility and run with it.

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.

Every person who ever had a plan to do anything, and went and did it, or who laid his plan before others, and won their co-operation to do it with him, without going to external authorities to please do the thing for them, was a direct actionist.

Organization can never be a substitute for initiative and for judgment.

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

It doesn’t make sense to hire smart people and then tell them what to do. We hire smart people so they can tell us what to do.

One philosophy I have at AngelList is I would rather have someone working on the wrong thing and do it their way and be motivated, than working on the right thing and do it my way and not be motivated.

I think it's being able to do both, obviously being able to play your role in the team and those responsibilities but also being able to have that freedom... to express yourself in the way that you play.

I need to have a great deal of control and the ability to share my control with my collaborators and grant them the freedom and the quality of work I think these people deserve. If I don't have those elements, I walk away.

They've kind of backed off and allowed me to do what I do. I think that's the biggest testament is that they know when to have a hand in things, and they know when to back off, let me work, and let me do my thing. During my time in NXT, they have definitely done that.

I'm not a micromanager. I don't believe in that.

I think I can contribute to the team in a multitude of ways.

I don't thrive on control. I'm not looking for control. I think I get better results when I don't control things.

Empowerment is all about letting go so that others can get going.