Tom Ford Quotes

As you get bigger, you have to learn to delegate. It's also an excellent way to get staff involved in the company's operations.

As much as you need a strong personality to build a business from scratch, you also must understand the art of delegation.

Somebody else does the rigor and then I listen. I have an assistant, and my manager, and other people who hunt and find and send it to me, and then I just figure out which ones I can do justice to.

You can't get it all done yourself. The best leaders are not afraid of picking people who are better than they are and who may one day replace them.

It's true that I don't think I'd be a good director. If I were a director, I'd try to hire the best people I could and then leave them alone. I don't know much about cameras or lighting, so I'd make sure that I had a really good cameraman who understood lenses and lighting, and I say to him, "This is the scene we have to shoot and this is what I think it should be, you go do it." Same with actors. But really, very good directors who know everything do basically the same thing. They hire you and then they leave you alone.

If I'm setting up a new business I'll spend three or four months learning everything there is about that business, everything there is about that subject and then I will find good people to run it on a day-to-day basis, but whilst they're running it at least I know what they're talking about when they come back to me.

The ability to connect and influence people, that's the job of a leader. And we're all leaders at some level.

There are times when people that you put in those positions make mistakes, they disappoint you, you lose their - you lose your confidence in them, or they lie to you. And when you find that out, the test of leadership is what do you do?

Strong leaders equal strong organizations.

When I work, I'm the actor. I'm going to do my job. I'm not going to direct the movie. If I wanted to direct it, I would direct it. I wanted J.J. Abrams to direct Mission: Impossible. I work with people that I respect. I expect them to do their jobs, and I will do mine. And I am there as a producer to help in any way, but no one makes a movie by themselves. It's a collaboration.

The greatest gifts you can give your team: clarity, communication, and pulling people together around a shared mission.

We accomplish all that we do through delegation - either to time or to other people.

Team leaders have to connect with their team and themselves. If they don't know their team's strengths and weaknesses, they cannot hand off responsibilities to the team. And if they don't know their own strengths and weaknesses, they will not hand off responsibilities to the team.

Transformation al leaders pick the right people, match them to the right jobs, achieve mutual clarity on the desired results, and then they get out of the way and leave the individual with maximum freedom to perform.

Sometimes when you're producing or directing something, and which I've been at fault to do in the past, you find yourself trying to do a portion of everyone else's job because you're just trying to be so in control and you think that you have to be hands on, on absolutely everything. You give your sense, you give your keynote to make sure the DNA is consistent. I think that's all you can really do.

I think what the American people want more than anything else is a strong and decisive leader.

I think I'm a great organizer. Not that I'm organized, but I'm a great organizer of other people.

It seems like I don't have a lot of time for all the things I need to do. I'm spreading myself fairly thin. I have responsibilities to my children. I have a big staff that works for me. And when you have a staff, and I'm sure you know this, you're always concerned with everybody's life all the time.

You run a major risk when you assume that you alone have all the answers: You don't, and that's okay. You don't have to be afraid to admit there are certain things you either don't like to do or aren't any good at. You reach a goal by covering all your bases, and you cover all your bases by hiring good people.

Unless you want to carry the whole load yourself, you need to be developing leaders.

A lot of it is "how do you work with people". How do you get people to work with you and do wonderful things.

I must have assistants who will solve their own problems and tell me later what they've done.

Chuck Noll knew how he could help people. He was a teacher. He was a guy that was very good at selecting people, getting them to fit in. He wasn't the guy that was going to sit there and motivate you, intrinsically. That wasn't what he was best at. So he hired people that were good at that.

The leader's job is to lead and protect. Not have all the answers, not know everything to do, not to micromanage and tell people what to do or how to do it. A leader's job is to lead and protect. That's their job, and it's the people within the organization - their job is to get the work done.

To manage one must lead. To lead, one must understand the work that he and his people are responsible for