Wilmer Valderrama Quotes

I learnt from an early age this need to delegate responsibility out to other team members as there is just too much for one person to do themselves. What is the point of hiring talented team members if you don't give them the freedom to make the most of the chance you have given them?

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

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.

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

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

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.

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.

Once you have set the goal, give your staff the space to get there. If you micromanage, you will be able to do very little.

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

I try to hire good people and let them do their job and don't question how they do things.

You go in thinking you have to do this all by yourself, and what I learned was no, when you hire great people, they do so much for you.

The ability to delegate begins with believing in the potential of people.

Surround yourself with great people; delegate authority; get out of the way

I hired top-notch people, trusted them to do their jobs, and then came to grips with the fact that I wouldn't be coaching as much.

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.

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 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.

True leadership lies in guiding others to success. In ensuring that everyone is performing at their best, doing the work they are pledged to do and doing it well.

He isn't a real boss until he has trained subordinates to shoulder most of his responsibilities.

I trust the people who are working with me. I delegate.

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