Ronald D. Moore Quotes

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.

I think that I've learned to relax, and trust in and hire very talented people, and trust in their abilities a little more.

I trust the people who are working with me. I delegate.

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.

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

For me, being able to engage with the details when necessary, when there's a challenge, when there's a particularly important pivot, yes, you have to do that. But in general, a leader needs to trust their commanders, needs to trust the team they've assembled, to actually execute in the right way.

We are definitely a team, from each band member to our management/booking agent. I like to be as involved as possible with business decisions, but at a certain point, it's important to me to step aside and let the professionals do their thing.

I love to put the ball in other people's hands.

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.

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

I think one of my strengths is that I can always take advice, and I can delegate. I know a lot of people feel the need to do everything themselves, but I am not one of them.

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.

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

Leadership is solving problems. The day soldiers stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help or concluded you do not care. Either case is a failure of leadership.

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

I believe in delegating power.

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.

The coin of the realm of leadership is trust and confidence.

The most important thing I've done at work has been to surround myself with amazing people who I trust and empower fully to do stuff better than I could.

Sometimes the hardest thing to do is to trust your team. It's a lesson I've had to relearn quite a few times.

I'm like a point guard. Barack is about ideas and questions, and I don't have all the answers. He trusts me to pass the ball to others to give him points of view.

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

It's an interesting juxtaposition, being student body president and leading others and learning how to effectively help people on the team in a way that's not as direct.

Being president isn't a solo position. You surround yourself with highly qualified people that are smarter about issues than you are. But that's not enough. You then have to listen to them.