Steven Sinofsky Quotes

Nobody on Earth does a project by himself. So you have to make sure your team is intact.

I need to build my team around my weaknesses.

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 never thought being the producer was being the dictator. It means being the director and being the coach. It's a way of keeping everybody focused on the goal, and also having final say. Everybody can be in the same car, but somebody has to drive.

I want to keep my clients happy, and the pressure's on me as the boss to manage my three assistants and make sure that everything is getting done. There's less time for tears and more time for bossing people around.

Good leadership consists of showing average people how to do the work of superior people.

I have learned to delegate.

You can't build any kind of organization if you're not going to surround yourself with people who have experience and skill base beyond your own.

I think management is about just that - managing people via man-to-man skills.

I'm not comparing myself with anyone, but I am very confident about my captaincy, as I have already led India and in the IPL also. I have confidence I can bring out each player's ability fully and also give them a lot of confidence... I would like to stick to what I know best and what I have confidence in.

Some people say it's scarier to direct the people you work with; not me, I'm a team guy.

Building a baseball team is like building a house. You look for the best architects, the best builders - and then you let them do their jobs.

Delegating work works, provided the one delegating works, too.

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.

I feel like I've done a pretty good job of scaling because I got some great mentors along the way that helped me realize I just have to build a phenomenal team around me that makes my job a lot easier.

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.

Surround yourself with strong people, make sure they fully understand your principles, give them room to work, reward good performance and correct bad performance—and be sure they know you can tell the difference.

The man in charge must concern himself with details. If he does not consider them important, neither will his subordinates.

The most important thing I've done at work has been to surround myself with amazing people who I trust and empower fully to do stuff better than I could.

As a leader, you want your team to play as you are.

Be able to delegate, because there are some things that you just can't do by yourself.

I always delegate. If someone is very good at something, whatever it is, he will be in charge.

The best way to supervise your men is from their reports that they make out.

I have to put people in the right spot so that if they execute, we win.

Sometimes the hardest thing to do is to trust your team. It's a lesson I've had to relearn quite a few times.