Paul J. Meyer Quotes

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

You can't get it all done yourself. The best leaders are not afraid of picking people who are better than they are and who may one day replace them.

For me, I go somewhere for three days, and then I come back and I want to change everything, and so it's a fight with everybody. I'm transforming and convincing. It's more than designing. It's shaking people and trying to give them direction. I'm a bit of a control freak. This is a problem as I get older, and it's something I should work on. I should be more confident - learn to trust people and give them freedom and delegate.

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

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

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

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

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.

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

I'm much more collaborative than I probably was when I was first starting, much more willing to say, "I don't know the answer to that." I have really talented people and let them do their jobs and not try to control everything as much as I did when I was starting. I was a bit more insecure.

I think at some point you have to empower others and really allow everyone else to do what they're hired to do and what they're brought onto the team to do.

If you really want to be a successful leader, you must develop other leaders around you. You must establish a team.

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.

There is no better way to manage than by walking around. Autocracy doesn't work. Talk to people in their offices, find out what's on their minds.

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.

I have learned to delegate.

Surround yourself with the best people you can find, delegate authority, and don't interfere as long as the policy you've decided upon is being carried out.

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.

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

I always delegate. If someone is very good at something, whatever it is, he will be in charge.

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.

Just because you're the coach, you don't automatically have the authority. You have to work the people. You have to gain the trust of the people.

I believe in giving people an opportunity to do their jobs.

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