Brian Tracy 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.

Never hesitate to show your own staff that you need help. They need to be reminded how important they are to the process. In life and in business, we rely on each other to be responsible for individual tasks that benefit everyone. People sometimes forget how much interdependence there really is in a successful business. Learn the art of asking for help to empower and motivate others, and you will have learned a very powerful management strategy.

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.

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.

The man in charge must concern himself with details. If he does not consider them important, neither will his subordinates.

The best thing you can do is learn from those mistakes so that you continue to get better. That's the management style or leadership style I believe in, which is push people to their limit such that they can become better than they thought they could be. That certainly has helped me.

The captaincy is about putting the team first, making sure the girls are happy - that they're comfortable with the processes we have, the way that the schedule is - to be able to challenge people on and off the pitch: not telling them off, but advising them.

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

The team needs a leader to handle everything with rules and constant stability. Mourinho is the ideal man for that job, and we are delighted about it.

If there is such a thing as good leadership, it is to give a good example. I have to do so for all the Ikea employees.

But because our organization has grown so much and in so many different ways, the delegation process places responsibility and authority on the shoulders of people you can watch grow and watch the way they treat others.

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.

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.

As for whether I am a 'new age guru', I am not at all. I help companies build employees who lead without a title and become high performers.

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.

People ask the difference between a leader and a boss. The leader leads, and the boss drives.

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

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.

To be honest, the fact that people trust you gives you a lot of power over people. Having another person's trust is more powerful than all other management techniques put together.

Instead of me telling them what they need to work on, I wanted to hear from them what they needed to work on.

So I still seized the power, but I felt that if I officially made myself the boss, in black and white, it would be too intimidating for the other producers and the other men who worked on the show. In other words, I had the power, but I gave them the title.

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.

I think it is important for people who are given leadership roles to assume that role immediately.