Richard Rawlings Quotes

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

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

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.

If you pick the right people and give them the opportunity to spread their wings and put compensation as a carrier behind it you almost don't have to manage them.

We focus on two things when hiring. First, find the best people you can in the world. And second, let them do their work. Just 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.

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.

You try and pick good people and avoid micromanaging them thereafter.

It doesn’t make sense to hire smart people and then tell them what to do. We hire smart people so they can tell us what to do.

You have to empower your employees to make their own choices and trust that they will make the right choices.

Put the right people in the right places, and then you trust them to do the right stuff.

It is very hard work, but I am a big believer in not micromanaging; I hire really, really talented people and trust them to do their jobs.

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.

I hire people brighter than me and then I get out of their way.

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.

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.

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.

If I hire a coach, he's the coach and will run what he knows and is comfortable with. Will it be part of the process? Absolutely. But I am not going to interfere that way as the president.

Hire great people and give them freedom to be awesome.

When you hire somebody, you shouldn't have to tell them [a lot of what] to do; you hire them because you like their work and all you've got to do is tweak them a little bit.

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.

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.

You're only as good as the people you hire.