Dinesh Paliwal 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.

I'm paid well and am demanding of the people I work with, and therefore, I feel I should bring a lot.

What I like about Scolari is his personality. He is a firm guy in his words - if you are not playing well, you'll be benched, but if you are benched and training well, then you will get your opportunity.

Sometimes I was wrong about my players. Sometimes I want more and more from them; sometimes I am so demanding, but they showed me how good they are.

If your best players are taking a shortcut, they're going to have problems holding everyone else accountable and responsible.

Conte is a manager who works very hard and likes people to work hard for him as well.

The Leader will be a person with the management skills to coordinate the activities of the Team, and to assure that the Team remains faithful to the objectives of the incoming President.

When I see my staff take a step back because I've lost my cool about something food-related, I say never apologise for your standards. If someone doesn't meet them, then you should explain that and that you want it changed. I want my staff to be like that, too.

Real leadership is leaders recognizing that they serve the people that they lead.

You've got to coach worrying about your entire team: whether that gets you a championship or whether that gets you fired. I think it allows you to coach free. You're coaching with freedom because you know you're doing what you think is right.

A good leader must be fair.

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 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.

I'm not at Manchester United to keep everyone happy.

The key to management is to get rid of the managers.

I work hard and I have a standard of excellence - and I expect everyone at the Interior Department to meet that same standard. I delegate a lot. I might appear to be doing a lot of different things, but there's a strong team helping me. I believe we're going to have the strongest team of any agency in the Obama administration.

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.

I've always found that the speed of the boss is the speed of the team.

My sports were team sports: ice hockey and baseball. The whole team dynamic is similar in business. Leadership is earned - the captain earns that role; it's not because he's the coach's son. These are all things we know, but in today's world, it's not a bad idea to remind ourselves.

The speed of the boss is the speed of the team.

Usually people who are in my position, they run a company and they hire people and then they take the credit for it.

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.

As a captain, I think it's important that the players really know who you are and what you stand for, what your beliefs are, and to be consistent in those if things are going good or things are going bad.

On my team, we prioritize merits over politics.