Steve Jobs Quotes

If you want to build a sustainable culture, you have to have a strong philosophy and then let people do with it what they will and be OK with that.

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.

You have to trust the people who work with you and hire, but also listen to as many smart people as you can.

The way you delegate is that first you have to hire people that you really have confidence in. You won't truly let those people feel a sense of autonomy if you don't have confidence in them.

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

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.

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.

In terms of leadership, you've got to allow for people to be amazing and to contribute in a way that's meaningful. You can't hold on so tight that people don't get a chance to do what they do best.

I get the team set up good and then I'll let them do their thing. At the end of the day, if you put the time and effort into interviewing and finding the right people for a job, you've got to let them do that job.

It's all about finding and hiring people smarter than you. Getting them to join your business. And giving them good work. Then getting out of their way. And trusting them. You have to get out of the way so YOU can focus on the bigger vision. That's important. And here's the main thing....you must make them see their work as a MISSION.

Hire great people and give them freedom to be awesome.

I wouldn't ask any of my employees to do anything I wouldn't do. And I work as hard, if not harder than the rest of the staff, to set an example. I also believe in giving my employees a lot of room to be creative and to express themselves.

First, make yourself a reputation for being a creative genius. Second, surround yourself with partners who are better than you are. Third, leave them to go get on with it.

We would rather have our employees running our business.

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

Don't tell people how to do things, tell them what to do and let them surprise you with their results.

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

I was never the smartest guy in the room. From the first person I hired, I was never the smartest guy in the room. And that's a big deal. And if you're going to be a leader - if you're a leader and you're the smartest guy in the world - in the room, you've got real problems.

Get a good team and do what you think is right.

I want the least number of decision makers. We want to empower people to get more things done and also give permission to question orthodoxy.

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.

I had to learn to trust people, and I realized that success was going to be born in hiring really bright people - very self-motivated, very able to make good judgment calls day in and day out.

If you have excellent people, then you have to give them the power.

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

Allow your leaders to lead, and know when to get out of the way.