Howard Schultz Quotes

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

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.

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.

You've got to trust people. And because I am a control freak, sometimes that's difficult for me, because I want to micro-manage absolutely everything. I can't hand over. But I'm trying to do that more.

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.

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.

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

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.

I believe in delegating power.

Leadership consists of nothing but taking responsibility for everything that goes wrong and giving your subordinates credit for everything that goes well.

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.

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

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

You need good staff with their own opinions - Mick Jones has been a great No 2 as he's not a yes-man - but at the end of the day the buck stops with you and the good managers are the ones who make more good decisions than bad.

Never delegate. Always empower.

If you're going to give people authority and hold them responsible and ultimately accountable for their performance, you've got to get out of the way.

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.

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.

The way you delegate is that first you have to hire people that you really have confidence in. You won't truly let those people feel a sense of autonomy if you don't have confidence in them.

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

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

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.

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.