Tim Sweeney Quotes

I am very comfortable not being the expert and actually putting people who work for me forward. I don't need to know all the answers, and I don't need to be the one who's out there up front.

If you ever find a man who is better than you are - hire him. If necessary, pay him more than you pay yourself.

The idea of being in control for the sake of control is not really important to me. If everyone is sharp and doing what they're doing well, you don't really need to be in control all the time.

One of the things I'm adamant about as a bandleader is not micromanaging. I'm an advocate for the concept of allowing everyone to be fully vested in what they're doing, so everyone contributes whatever they're inspired to contribute.

I can let the team do the talking for me.

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

I don't have a problem with delegation. I love to delegate. I am either lazy enough, or busy enough, or trusting enough, or congenial enough, that the notion leaving tasks in someone else's lap doesn't just sound wise to me, it sounds attractive.

I came to believe that a leader isn't good because they're right; they're good because they're willing to learn and to trust.

I love to put the ball in other people's hands.

If you can do it better than me, then you do it.

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

The oldest pitcher acquires confidence in his ballclub - he doesn't try to do it all himself.

The best way to find a balance between doing your best and showing that you're ready for more is by developing other people. As tempting as it is to hoard knowledge, don't. Instead, make certain that there are others who know how to do important aspects of your job.

At least I know that one film-maker in my career has had the initiative to come to me and thought of me as being capable of doing interesting and complicated work, and so I have a new-found belief that other film-makers will see me in a different way, the way that Patty did.

No person will make a great business who wants to do it all himself or get all the credit.

One measure of your success will be the degree to which you build up others who work with you. While building up others, you will build up yourself.

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.

In the network model, rewards come by empowering others, not by climbing over them. If you work in a hierarchy, you may not want to climb to its top.

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

You've got to trust people. And because I am a control freak, sometimes that's difficult for me, because I want to micro-manage absolutely everything. I can't hand over. But I'm trying to do that more.

I think one of my strengths is that I can always take advice, and I can delegate. I know a lot of people feel the need to do everything themselves, but I am not one of them.

I always say that I'm not the director, I'm part of the team.

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.

No man will make a great leader who wants to do it all himself or get all the credit for doing it.

You've got to have confidence and trust in your cast. You have to have confidence and trust in your director, in your editor. It's such a team effort; I really think you have to pull yourself out of it and just trust. I think the number one thing you can do is just trust everyone around you.