Steven Rodney McQueen Quotes

Command-and-control isn't the kind of corporate culture people want to be in anymore.

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

At State Bank, all decisions are collective decisions. I have created the comfort zone.

I like to have a team environment where I can go anywhere and not threaten management.

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

If you have fun and keep a good attitude, people want to work with you.

If you can create an environment where people are invited to do their best work and the best ideas always win, then the project itself will win.

It is important that you appreciate that the workplace must be a place of empowerment, but the empowerment must not only be connected to the job that you do.

I wouldn't ask any of my employees to do anything I wouldn't do. And I work as hard, if not harder than the rest of the staff, to set an example. I also believe in giving my employees a lot of room to be creative and to express themselves.

I had to delegate authority to the people on my staff. That means you shave away the hierarchy.

You don't get shouted at at the 'Guardian.' Nobody bullies you at the paper; nobody tells you what to write. Now, I love working in that atmosphere; I am free to research and write what I want.

The people who are doing the work are the moving force behind the Macintosh. My job is to create a space for them, to clear out the rest of the organization and keep it at bay.

The key to management is to get rid of the managers.

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.

So I let them be responsible for there particular areas. Then by the time it gets to me that means that there is a problem. I have my eyes open and I need to know something about every department but you don't want to micro manage any particular department.

Collective management will build companies - not top-down decision-making.

I'm not the kind of director who imposes his processes on everybody else.

I manage through a sense of humor. We all work hard, and work has to be a really interesting, fun place. And that has to start at the top.

Netflix is amazing 'cause they trust the creator to do their job, and they trust us to do our job. They're really smart and just let us do our thing and deliver a great job.

I love working with smart-funny people.

One of the things I'm adamant about as a bandleader is not micromanaging. I'm an advocate for the concept of allowing everyone to be fully vested in what they're doing, so everyone contributes whatever they're inspired to contribute.

We have a training period; we have certain guidelines and structure. You can't hire talented people and stifle them. That's not the way it works anymore.

Unless you have a sense of values that's shared by people and turns them loose to do certain things on their own within those sets of values, the organization, whether a nation or corporation or citizen group, just doesn't work very well.

I don't have an office. I sit in a cubicle with everybody else. That's partly so no one can ask for an office, which in a fast-growing company isn't practical. But it's also so I can keep my finger on the pulse of how people are feeling.

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.