Bob Paisley Quotes

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

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.

I always say, as a leader, you've got to know when to get out of the way.

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

My philosophy of leadership is to surround myself with good people who have ability, judgment and knowledge, but above all, a passion for service.

That's how you get a performance - they put trust in you.

Leadership does not depend on being right.

I don't view myself as a team manager, but a team captain. I'm part of the team, but everybody else as well.

Leadership is an active role; 'lead' is a verb. But the leader who tries to do it all is headed for burnout, and in a powerful hurry.

You have to give guys tools to win with, and if they have success with them then they believe in you. If you don't have anything in your bag to work with, then they won't believe.

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.

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.

It's getting better and better. You know, guys are feeling more comfortable and they are not afraid to speak up and be a leader. I mean, our team, we have 25 players, we have about 25 leaders, too. So whatever someone says, people listen.

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 think one of the keys to leadership is recognizing that everybody has gifts and talents. A good leader will learn how to harness those gifts toward the same goal.

I trust every lead in every department. All of the teams are phenomenal artists. All I need to tell them is why to do something, not how to do something.

I like being a leader in real life.

The more responsibility the Scoutmaster gives his patrol leaders, the more they will respond.

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

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.

Leadership and partnership go together.

At the heart of leadership is the leader's relationship with followers. People will entrust their hopes and dreams to another person only if they think the other is a reliable vessel.