Michael Gerber Quotes

I find that many entrepreneurs are trying to do everything when it would be cheaper and more time-efficient to delegate, even if there are monetary costs associated with that.

Like most entrepreneurs, getting motivated to work has never been a problem for me; focus comes through delegating tasks to the best people you can find.

Your own business growth and success depends on many things, and along that growing path, you are going to have to concede certain responsibilities and activities - whether for your accounting, your production, or day-to-day management.

As I've evolved, I'm capable of doing a lot of things at once, but really, as an entrepreneur and business person, it's more about adding the right structure to be able to handle scaling all those things as opposed to being at the forefront of doing a lot of them.

As all entrepreneurs know, you live and die by your ability to prioritize. You must focus on the most important, mission-critical tasks each day and night, and then share, delegate, delay or skip the rest.

Working hard and working smart sometimes can be two different things.

A lot of times I make people better by getting stupid, distracting, bureaucratic stuff off their desk. That's an incredibly easy way to make a senior person more productive.

If you expect to grow your business, you need to be plotting out your schedules days in advance. Until you get that most basic of steps orchestrated, you can never get to the critical steps that I outline in any one of dozens of books.

Good management has helped me find much of the success I've got.

One of my philosophies of building companies is the importance of velocity.

One of the best bits of advice I can give is, early on, when you're building a new business, try to find somebody to run it on a day-to-day basis to free yourself up to look at the bigger picture.

Never do anything yourself that others can do for you.

The hard part of running a business is that there are a hundred things that you could be doing, and only five of those actually matter, and only one of them matters more than all of the rest of them combined. So figuring out there is a critical path thing to focus on and ignoring everything else is really important.

The Arena League is the best thing that could have happened to me because I get to run the whole process. I'm seeing not only the football side but the business side.

A business like an automobile, has to be driven, in order to get results.

I try to be as efficient as possible.

The success combination in business is: Do what you do better... and: do more of what you do.

Make measurable progress in reasonable time.

Of all the things I've done, the most vital is coordinating those who work with me and aiming their efforts at a certain goal.

I'm not the hands-on guy. I like writing the check, and I turn it over to the guys that make it happen, much like the way I ran my business.

Profitability is coming from productivity, efficiency, management, austerity, and the way to manage the business.

I think a simple rule of business is, if you do the things that are easier first, then you can actually make a lot of progress.

In many respects, we really are trying to not run the Social Office like a business, but we do have a strategy. We do have a mission. We are trying to standardize certain things so that our time is not spent on, you know, picking flowers or linens, that we've got standards.

A CEO needs to build their own team.

I live a very balanced life. I am very good at delegating responsibilities.