Robert Pozen Quotes

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 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.

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

It is very hard work, but I am a big believer in not micromanaging; I hire really, really talented people and trust them to do their jobs.

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

Few things can help an individual more than to place responsibility on him, and to let him know that you trust him.

You try and pick good people and avoid micromanaging them thereafter.

If you have excellent people, then you have to give them the power.

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

I get the team set up good and then I'll let them do their thing. At the end of the day, if you put the time and effort into interviewing and finding the right people for a job, you've got to let them do that job.

Never delegate. Always empower.

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.

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.

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.

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.

It doesn’t make sense to hire smart people and then tell them what to do. We hire smart people so they can tell us what to do.

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

When you're in a leadership role, you can never please all of the people all of the time. There's also a lot of responsibility that goes along with it that others may not realize.

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.

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

The true genius of a great manager is his or her ability to individualize. A great manager is one who understands how to trip each person's trigger.

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

You've got to coach worrying about your entire team: whether that gets you a championship or whether that gets you fired. I think it allows you to coach free. You're coaching with freedom because you know you're doing what you think is right.

I wouldn't ask any of my employees to do anything I wouldn't do. And I work as hard, if not harder than the rest of the staff, to set an example. I also believe in giving my employees a lot of room to be creative and to express themselves.