Jerry Reinsdorf Quotes

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 key to being a good manager or a good entrepreneur is to pick the right people. Pick the right people, and they'll make you look good.

I have learned lessons in America about how you go about things, and what I know is that you find the best people, empower them, give them the resources, and hold them accountable.

The Red Bulls have done a good job of challenging me to be a leader, not just be a part of team and score goals, but be someone to be counted on.

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

The smartest thing a director can do is surround himself with really good people.

The best way to be productive is to have a great team. So I spend more time than most CEOs on human resources. That's 20 percent of my week.

A manager is responsible for the application and performance of knowledge.

I feel that a great coach is one that has a vision, sets a plan in place, has the right people in place to execute that plan and then accepts the responsibility if that plan is not carried out.

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.

All companies of any size have to continue to push to make sure you get the right leaders, the right team, the right people to be fast acting, and fast moving in the marketplace. We've got great leaders, and we continue to attract and promote great new leaders.

The important thing is to get the right players on the team so Mike can be successful.

I need to build my team around my weaknesses.

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.

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.

You can't build any kind of organization if you're not going to surround yourself with people who have experience and skill base beyond your own.

So I won't say I'm lucky. I'm fortunate enough to find or attract very talented people. For some reason I found them, and they found me.

I've got to let the people who are in the business run the business. I can help them think through their decisions about products, about partners, about hiring. But in the end, the decisions are theirs, and so is the responsibility.

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

My definition of an executive's job is brief and to the point. It is simply this: Getting things done through other 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.

All we do is sign great teams, and stay out of the way. The rest will take care of itself.

Surround yourself with strong people, make sure they fully understand your principles, give them room to work, reward good performance and correct bad performance—and be sure they know you can tell the difference.

I’m an executive now. I have to be a bigger leader, more responsible leader, more careful about how I say things….

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.