Superhuman
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Superhuman
What the biggest problem you have is: Hiring and retaining A+ superstar employees and freelance help. You probably have B and C player help. They're not good enough for you to truly "let go" and trust them to do a good job. It seems only you care about quality.
Frankie Fihn • Beyond the Agency Box
juarry added
You are the CEO of your work. All the responsibility and leadership falls on you, as the creator—even if you have partners like a publicist, buyer, publisher, or whatever. Just because you have help doesn’t mean they’re going to take care of everything for you, or that they will arrive at consensus, or that it will all turn out for the best. In tho
... See moreRyan Holiday • Perennial Seller: The Art of Making and Marketing Work that Lasts
You need to delegate what you think you are best at. You need to stand back, watch the work you used to once doing best, being done by someone else, and resist the urge to interfere. Results won't be exactly as you would like them to be, but soon you will have a company that can do more than you, and earn more than you alone. You graduate from bein... See more
Alexey added
Ownership: I can give you a problem statement, but you’re the one who determines what your job is. You don’t get driven around by the team; you figure out what the team needs, and you deliver that.
Michael Siliski • The Role of a Product Manager
Kassen Qian added
The typical owner of a small business prefers highly skilled people because he believes they make his job easier—he can simply leave the work to them. That is, the typical small business owner prefers Management by Abdication to Management by Delegation.
Michael E. Gerber • The E-Myth Revisited: Why Most Small Businesses Don't Work and What to Do About It
Management often boils down to setting clear expectations and following up on results. Those expectations are the metrics.
David S. Rose • The Startup Checklist: 25 Steps to a Scalable, High-Growth Business
The secret most don’t want to know about running a successful business
… it’s mostly about accountability
It’s not sexy
It’s not packageable as an info product
It’s not a quick fix
It’s not automateable
… but it’s the truth
Max Beauroyre added
Understanding how to delegate is perhaps the most valuable thing an entrepreneur can learn. Doing everything yourself does not scale. Being able to delegate well is akin to being able to lead well, and frankly, to being able to get shit done. And effective delegation is not easy. When it comes to managing a team, there is no such thing as “set it a
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