Jamie Dimon Quotes

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.

You try and pick good people and avoid micromanaging them thereafter.

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.

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.

The moment you feel the need to tightly manage someone, you've made a hiring mistake. The best people don't need to be managed. Guided, taught, led-yes. But not tightly managed.

When you hire somebody, you shouldn't have to tell them [a lot of what] to do; you hire them because you like their work and all you've got to do is tweak them a little bit.

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

Nobody is going to delegate a lot of power to a secretary that they can't control.

You always hear about delegation, but people make the mistake of delegating and not following up. I give authority, but I stay in touch. Otherwise it doesn't work.

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

Few things can help an individual more than to place responsibility on him, and to let him know that you trust him.

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.

Send a wise man and don't advise him. He should know what to do.

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.

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

My experience with Epic is handing off more and more power to the point where I can just sit back and look at our strategy or technology. I provide guidance without being responsible for any particular part of the company.

You have to empower your employees to make their own choices and trust that they will make the right choices.

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

I'm not a micromanager. I don't believe in that.

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

It is very hard work, but I am a big believer in not micromanaging; I hire really, really talented people and trust them to do their jobs.

A boss who micromanages is like a coach who wants to get in the game. Leaders guide and support and then sit back to cheer from the sidelines.

Early on I realized that I had to hire people smarter and more qualified than I was in a number of different fields, and I had to let go of a lot of decision-making. I can't tell you how hard that is. But if you've imprinted your values on the people around you, you can dare to trust them to make the right moves.

People don't need to be managed, they need to be unleashed.

I don't micromanage the interiors. People ask me to and I say no. I don't want to control everything.