Richard Branson Quotes

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

I think at some point you have to empower others and really allow everyone else to do what they're hired to do and what they're brought onto the team to do.

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.

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

You can't get it all done yourself. The best leaders are not afraid of picking people who are better than they are and who may one day replace them.

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

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.

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

I love to be directed. They can trust me and go.

The idea of being in control for the sake of control is not really important to me. If everyone is sharp and doing what they're doing well, you don't really need to be in control all the time.

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 have learned to delegate.

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.

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

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

I can let the team do the talking for me.

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

I don't have a problem with delegation. I love to delegate. I am either lazy enough, or busy enough, or trusting enough, or congenial enough, that the notion leaving tasks in someone else's lap doesn't just sound wise to me, it sounds attractive.

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.

I believe in delegating power.

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.

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

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.

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 delegate. If someone is very good at something, whatever it is, he will be in charge.