Dwight D. Eisenhower Quotes

Send a wise man and don't advise him. He should know what to do.

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

You may give give a man office, but you cannot give him discretion

High office teaches decision making, not substance. It consumes intellectual capital; it does not create it. Most high officials leave office with the perceptions and insights with which they entered; they learn how to make decisions but not what decisions to make.

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

I fear we might be losing the basic human facility to be alone - and with that you throw out independent decision-making, what to trust, what not to trust; key stuff - a perilous loss.

I have faith in the United States and our ability to make good decisions based on the facts.

Get advice, then make your own decision.

The last question I would ask of someone I was considering appointing to office is how he would act in a specific situation.

You are on the ground. You see the needs of the situation, and I shall back up whatever you do.

We need someone with superb judgement in their own right because, yes, a president can hire the best advisors on Earth, but I guarantee you this: Five advisors will give five different opinions. And it is the president - and the president alone - who always makes the final call.

You have to empower your sales staff to use their judgment and go beyond the standards set down on paper and by the computer.

If I made decisions around here based on the election, I wouldn't be a very good senator.

I need to have a great deal of control and the ability to share my control with my collaborators and grant them the freedom and the quality of work I think these people deserve. If I don't have those elements, I walk away.

I'm not a micromanager. I don't believe in that.

The truth is that many people set rules to keep from making decisions. Not me. I don't want to be a manager or a dictator. I want to be a leader-and leadership is ongoing, adjustable, flexible, and dynamic. As such, leaders have to maintain a certain amount of discretion

If someone's making a decision on your behalf, make sure you trust them.

Whatever I see, I trust my eyes, trust my reads, trust the guys running routes and kind of just let it go.

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

Politicians can and should be held accountable for their choices.

I had to learn how to not be a micro-manager. Maternity leave made me do that. I just couldn't anymore.

We must face facts. I have made that my guiding principle in office.

Put the right people in the right places, and then you trust them to do the right stuff.

You start to take those opportunities when you do get a wildcard, but also you're allowed to say no - just because you get a wildcard doesn't mean you have to say yes. Some weeks I think its OK to take a wildcard, some weeks its not.

One of my skills is knowing, 'This is where I'm needed, and this is how I'm needed and where I'm going to be in control and where I'm going to cede control and why.'