Napoleon Bonaparte Quotes

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

Never delegate. Always empower.

I don't want you fellows sitting around asking me what to do. I want you to tell me what to do.

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.

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

I believe in delegating power.

Leadership consists of nothing but taking responsibility for everything that goes wrong and giving your subordinates credit for everything that goes well.

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

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

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.

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.

So I still seized the power, but I felt that if I officially made myself the boss, in black and white, it would be too intimidating for the other producers and the other men who worked on the show. In other words, I had the power, but I gave them the title.

The way you delegate is that first you have to hire people that you really have confidence in. You won't truly let those people feel a sense of autonomy if you don't have confidence in them.

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.

Don't be a bottleneck. If a matter is not a decision for the President or you, delegate it. Force responsibility down and out. Find problem areas, add structure and delegate. The pressure is to do the reverse. Resist it.

Delegation of authority is a fact of modern life.

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.

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

Allow your leaders to lead, and know when to get out of the way.

You need good staff with their own opinions - Mick Jones has been a great No 2 as he's not a yes-man - but at the end of the day the buck stops with you and the good managers are the ones who make more good decisions than bad.

I think I've learned how to be a better boss. I'm the one running the show now, and in the past, I've always kind of been looking at other people to make the decisions. I feel more confident to run not just my show, but behind the scenes, too.