Clara Shih Quotes

In managers, I look for people who can get things done through other people. The most important thing for a good manager is that the people on his team feel like he or she has integrity.

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

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.

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 will never begin to know what the accountants do or what the camera guys do, as much as I try to learn just out of respect for what they do and to try to make my job as manager more efficient. The most important thing is to let those people do their jobs while making it clear what the parameters are.

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

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

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.

Leaders must establish common purpose and build trust within an organization.

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

You can be the best manager in the world, but if the players don't trust you, it will never work.

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.

When I look at a leader, I look at someone who is able to get exceptional performance out of others.

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

That's how you get a performance - they put trust in you.

Of all the things I've done, the most vital is coordinating those who work with me and aiming their efforts at a certain goal.

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.

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.

A true leader has to have a genuine open-door policy so that his people are not afraid to approach him for any reason.

The most important thing is that you treat everybody incredibly well and lead with a bit of humility. I've found that when I go into a company to lead, it's important to have a plan and to make that plan a simple one that everybody can understand.

I trust every lead in every department. All of the teams are phenomenal artists. All I need to tell them is why to do something, not how to do something.

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.

I can let the team do the talking for me.