Vincent Tan Quotes

I think I have learned, in some degree at least, to disregard the old maxim ""Do not get others to do what you can do yourself."" My motto on the other hand is; ""Do not do that which others can do as well.

Good executives never put off until tomorrow what they can get someone else to do today.

If I physically made every work myself, I would get only one or two paintings done a year, if that.

I want to keep my clients happy, and the pressure's on me as the boss to manage my three assistants and make sure that everything is getting done. There's less time for tears and more time for bossing people around.

The more business one has, the more you are able to accomplish, for you learn to economize your time.

We didn't have the time to watch playback all the time so I depended on my team [All We Had].

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.

I'm not the hands-on guy. I like writing the check, and I turn it over to the guys that make it happen, much like the way I ran my business.

As all entrepreneurs know, you live and die by your ability to prioritize. You must focus on the most important, mission-critical tasks each day and night, and then share, delegate, delay or skip the rest.

I try to compartmentalize as much as possible, and I have the most amazing team in the world. They really set up my time in a way that is completely efficient all the time.

In many respects, we really are trying to not run the Social Office like a business, but we do have a strategy. We do have a mission. We are trying to standardize certain things so that our time is not spent on, you know, picking flowers or linens, that we've got standards.

I need to build my team around my weaknesses.

It is one of the most important parts of my job, showing that you can't do it all.

I work anywhere between three and 10 years on a project, depending on the size. My lifetime is finite. Therefore, I have to look carefully at how many projects I want to put into my lifetime.

We worked out a lot of bugs and figured out who was working and who wasn't and how this beast functions. It was a lot bigger than we actually thought, and now we have a well-run ship where it feels I can actually have time to imagine and not just stress out about everything.

I just want to be master of my own time. It is ironic that someone in the watch business should not be in control of his time.

About half my time is spent on business operation type stuff.

You will launch many projects, but have time to finish only a few. So think, plan, develop, launch and tap good people to be responsible. Give them authority and hold them accountable. Trying to do too much yourself creates a bottleneck.

I have a choice - I can either watch all the dailies, or I can follow the social media. I can't do both.

Leadership means forming a team and working toward common objectives that are tied to time, metrics, and resources.

For 'Spartacus,' we've committed 100 percent of our production time to creating great scenes. So all the training I do is on my own time. And that's pretty limited.

I feel like I've done a pretty good job of scaling because I got some great mentors along the way that helped me realize I just have to build a phenomenal team around me that makes my job a lot easier.

I'm trying to keep my days very efficient, and I keep my set really tight. Every single corner is active, and everybody gets to thrive in the job that they do. I don't waste people's time.

The world of the small business owner is all about moving multiple items forward at once, and it's a fool's errand to believe one person can do it all when the shift comes from linear to parallel.

When you're on set, and that clock is going, every second you spend doing something is a second you spend not doing something else. That's true of all of life, but it's very vivid on a film set because you're always managing that.