Delegation of Responsibility Quotes

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 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.

I'm letting my coaches take the reins more. Letting them make the decisions on what's going to be a hard practice, what's not going to be a hard practice and also this weight cutting thing. It's the best decision I've made in my entire career.

I try to hire good people and let them do their job and don't question how they do things.

When I first became a head coach in Toronto, I was more of a dictator, wanted to do everything, all the development, defense, offense, whatever it was.

So I let them be responsible for there particular areas. Then by the time it gets to me that means that there is a problem. I have my eyes open and I need to know something about every department but you don't want to micro manage any particular department.

Responsibility is a unique concept... You may share it with others, but your portion is not diminished. You may delegate it, but it is still with you... If responsibility is rightfully yours, no evasion, or ignorance or passing the blame can shift the burden to someone else. Unless you can point your finger at the man who is responsible when something goes wrong, then you have never had anyone really responsible.

Nobody can do everything well, so learn how to delegate responsibility to other winners and then hold them accountable for their decisions.

President Clinton intentionally created a structure that was a little loose. And one that kept him a little in the center. He didn't want one person filtering all the information that went to him. He had always operated with a lot of information coming in and a lot of stuff going out.

That's the great thing about being a director. You have your list of things you have to worry about and things you don't have to worry about. If you can hire someone or cast someone who equates to not having to worry about, it's great!

If in doubt, move decisions up to the President.

I think I took my eye off the ball. From about 2005, 2006, 2007, I was out of it. I thought I could oversee movies and have it done for me, so to speak.

The secretariat will play a pivotal role in decision-making above a certain level, where basic policies are involved, but below that, we will have to leave the implementation to whoever is in charge.

I don't run any of my companies. I always partner with somebody who wants to operate.

I hope I don't have to act in one of my own projects again.

'Referring the matter to a committee' can be a device for diluting authority, diffusing responsibility and delaying decisions.

I'm not going to suggest to a delegate at what they ought to do.