Justin Trudeau Quotes

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

Leadership is solving problems. The day soldiers stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help or concluded you do not care. Either case is a failure of leadership.

I had to learn to trust people, and I realized that success was going to be born in hiring really bright people - very self-motivated, very able to make good judgment calls day in and day out.

Sometimes you just have to be willing to delegate and not feel like you're the only one with the answer.

I have picked the very, very best deputy that I could. David Parker is a fantastic guy. He's a person who I trust absolutely. He's got a wonderful sense for policy. He will be great on organisation, and I know that I could not have a better deputy.

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.

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

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.

You have to trust the people who work with you and hire, but also listen to as many smart people as you can.

I'm not comparing myself with anyone, but I am very confident about my captaincy, as I have already led India and in the IPL also. I have confidence I can bring out each player's ability fully and also give them a lot of confidence... I would like to stick to what I know best and what I have confidence in.

I trust the people who are working with me. I delegate.

I am learning how to delegate and how to empower people.

Surround yourself with the best people you can find, delegate authority, and don't interfere as long as the policy you've decided upon is being carried out.

I don't think I am that hands-on. I'm much more of a believer in finding a great team of people and trusting them to follow their instincts. They work better when they feel they have freedom and they are trusted.

The coin of the realm of leadership is trust and confidence.

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

Sometimes the hardest thing to do is to trust your team. It's a lesson I've had to relearn quite a few times.

Being president isn't a solo position. You surround yourself with highly qualified people that are smarter about issues than you are. But that's not enough. You then have to listen to them.

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

How do you govern by captaining the ship? How do you win without the trust of the crew?

As a goalkeeper you need to be good at organising the people in front of you and motivating them. You need to see what's going on and react to the threats. Just like a good manager in business.

I think the most important thing about coaching is that you have to have a sense of confidence about what you're doing.

That's how you get a performance - they put trust in you.

My idea of managing is giving the ball to Tom Seaver and sitting down and watching him work.

The manager asks how and when; the leader asks what and why.