Edward Conard Quotes

You need to mesh the voices of people with expertise and meritocracy.

So people ask, 'But how can you work for a friend?' I say it's because I know that the magazine is called 'O.' The bottom line is somebody has to have the final word. Oprah's not right all the time, but her record is pretty damn good. That's not to say you can't disagree.

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

I tell people what to do, and so what? I am more qualified than the other board members, so my advice means more.

A long resume does not equate to good judgment.

The average American is more focused on leadership than likeability. And more focused on qualifications than quality of speakership.

We deeply want to be led by people who know what they're doing and who don't have to think about it too much.

If I cannot trust someone's judgment, I cannot ask others to do so, and I would not place him at the head of my political operation.

I think the most important thing about coaching is that you have to have a sense of confidence about what you're doing.

It is only requisite, for me to say to you, that the President places great reliance upon your skill, judgment and intimate knowledge.

At one point, people are going to have to realize that maybe I know what I'm doing.

You're president, if you conclude my judgment is not the right judgment, I abide by that, but I want an opportunity to have an input.

Character in leadership is the most important balance for leadership. Without character, leaders have no safety. Leadership has no protection without character.

If the national coach lets decisions be made from outside, he's lost the team.

I'm not the manager because I'm always right, but I'm always right because I'm the manager.

I assume you know what to do with this. That's why you were hired.

If you're a quarterback, you want everything on your shoulders. You want to be the one to make the decisions.

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

Responsibilities gravitate to the person who can shoulder 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.

Nobody is going to delegate a lot of power to a secretary that they can't control.

The owner always has the final say. You have to decide who is going to be the best fit for the organization.

At Athens, wise men propose, and fools dispose.

I've been around racing a fairly long time, but when it comes to the important issues, I'm happy to let others make the big decisions.