Anna Wintour Quotes

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.

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

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've got a really great team around me. They're the ones that are in the restaurants on a day to day basis. Anyone that's good can't be stifled in any way. I don't baby people.

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.

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.

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.

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

I had to learn to trust people, and I realized that success was going to be born in hiring really bright people - very self-motivated, very able to make good judgment calls day in and day out.

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

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.

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.

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

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

In managers, I look for people who can get things done through other people. The most important thing for a good manager is that the people on his team feel like he or she has integrity.

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

Leaders must establish common purpose and build trust within an organization.

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.

Sometimes you just have to be willing to delegate and not feel like you're the only one with the answer.

Sometimes the hardest thing to do is to trust your team. It's a lesson I've had to relearn quite a few times.

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.

You can be the best manager in the world, but if the players don't trust you, it will never work.

It's an interesting juxtaposition, being student body president and leading others and learning how to effectively help people on the team in a way that's not as direct.