George Foreman Quotes

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

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.

The first rule of management is delegation. Don't try and do everything yourself because you can't.

I am learning how to delegate and how to empower people.

Delegating work works, provided the one delegating works, too.

A good leader has to at some point trust those around him; otherwise, nothing constructive is going to get done.

You need good staff with their own opinions - Mick Jones has been a great No 2 as he's not a yes-man - but at the end of the day the buck stops with you and the good managers are the ones who make more good decisions than bad.

As you get bigger, you have to learn to delegate.

I learnt from an early age this need to delegate responsibility out to other team members as there is just too much for one person to do themselves. What is the point of hiring talented team members if you don't give them the freedom to make the most of the chance you have given them?

I think I'm a great organizer. Not that I'm organized, but I'm a great organizer of other people.

A manager is not a person who can do the work better than his men; he is a person who can get his men to do the work better than he can.

Somebody has to take responsibility for being a leader.

When you are captain, you are never speaking for yourself.

If you're going to give people authority and hold them responsible and ultimately accountable for their performance, you've got to get out of the way.

Leaders receive and give assignments. This is an important part of the necessary principle of delegating. No one appreciates a willing volunteer more than I, but the total work cannot be done as the Lord wants it done merely by those doing the work who may be present at meetings.

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.

In the discharge of the duties of this office, there is one rule of action more important than all others. It consists in never doing anything that someone else can do for you.

So I let them be responsible for there particular areas. Then by the time it gets to me that means that there is a problem. I have my eyes open and I need to know something about every department but you don't want to micro manage any particular department.

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.

I have learned to delegate.

To be an effective leader, you have to have a manipulative streak - you have to figure out the people working for you and give each tasks that will take advantage of his strength.

He isn't a real boss until he has trained subordinates to shoulder most of his responsibilities.

Management is getting people together to figure out how to transform inputs into outputs. In the process of figuring out the process of how people work together, you've got to figure out who's got what responsibilities, and how do they work together.

I'm very good at delegating - people work much better when they have a real sense of responsibility. But at the same time, I don't like surprises. I don't pore over every shoot, but I do like to be aware at all times of what's going on.

I believe in delegating power.