Nabeel S. Qureshi
Saved by Youri Cviklinski and
There’s a lot of alpha in being willing to do “menial” work (take notes, send out agendas, order pizza, manually inspect raw data, whatever). Beware over-delegation and being too far from the details.
You can’t inspire people by giving a talk. It only works in a movie. In reality, if you want to talk about project management, build a CRM, build a website –– it’s about the person who leads that product. You have to be excited about the details. They’re going to see that you’re excited about what they do, which is the details. I think you cannot
... See moreGigi Levy-Weiss • The Systems of Elite CEOs: Setting the Stage for Billion-Dollar Growth
Many give lip service, but few delegate authority in important matters. And that means all they delegate is dog-work. A real leader does as much dog-work for his people as he can: he can do it, or see a way to do without it, ten times as fast. And he delegates as many important matters as he can because that creates a climate in which people grow.
... See moreRobert C. Townsend • Up the Organization: How to Stop the Corporation from Stifling People and Strangling Profits (J-B Warren Bennis Series)
Your job as a leader is not to do everything, but to ensure everything gets done. I know this may sound counterintuitive, but consider the last arrogant boss you had who thought he or she knew everything. Were you more or less influenced by his or her smoke and mirrors? Less, obviously.
Ryan Michler • The Masculinity Manifesto
You should be able to delegate the details. If you keep getting bogged down in details, you either have a problem with managing or training, or you have the wrong people doing the job. The real sign of a master manager is that he doesn’t have to do practically anything. Managers should view the need to get involved in the nitty-gritty as a bad sign
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