Neil Warnock Quotes

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

I think associate director jobs are the best in the world, because you can do what you want and not have to take responsibility for it!

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

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.

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.

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.

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

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.

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

Early on I realized that I had to hire people smarter and more qualified than I was in a number of different fields, and I had to let go of a lot of decision-making. I can't tell you how hard that is. But if you've imprinted your values on the people around you, you can dare to trust them to make the right moves.

Never delegate. Always empower.

Let whoever is in charge keep this simple question in her head (not, how can I always do this right thing myself, but) how can I provide for this right thing to be always done?

A manager is not a person who can do the work better than his men; he is a person who can get his men to do the work better than he can.

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

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 always liked Casey Stengel as a manager because he seemed to have a grasp of so many things.

People and organizations don't grow much without delegation and completed staff work because they are confined to the capacities of the boss and reflect both personal strengths and weaknesses.

A good leader should focus on making sure everyone is being given the tools to do their job, not just expecting - poof! - that they're going to produce great work.

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.

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.

The key to management is to get rid of the managers.

The secret to success is good leadership, and good leadership is all about making the lives of your team members or workers better.