Anthony Scaramucci Quotes

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.

You have to enable and empower people to make decisions independent of you. As I've learned, each person on a team is an extension of your leadership; if they feel empowered by you they will magnify your power to lead.

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.

I want the least number of decision makers. We want to empower people to get more things done and also give permission to question orthodoxy.

Creating a flexible working culture is about trust. How much can your employees rely on each other to get the job done without the benefit of supervision?

I never had any question about the direction we were going in at the Girl Scouts. We shared our mission and research with all levels of leaders from the very beginning - a concept I created, using cups and saucers, called 'circular management.' Everyone was on a team; there were no superiors or subordinates. There was respect for all people.

The best way to avoid bureaucracy is to have small teams who are empowered to make decisions and get their work done.

I'm not a micromanager. I don't believe in that.

Openness and participation are antidotes to surveillance and control.

And I'm the kind of manager that doesn't believe that you micro-manage professionals. They should understand their responsibility and carry out those responsibility.

I've got a really great team around me. They're the ones that are in the restaurants on a day to day basis. Anyone that's good can't be stifled in any way. I don't baby people.

The idea of being in control for the sake of control is not really important to me. If everyone is sharp and doing what they're doing well, you don't really need to be in control all the time.

We want to move along and make sure, both internally and externally, that people realize how the company is being run, and it's being run by a group of people now, not just me.

The way you delegate is that first you have to hire people that you really have confidence in. You won't truly let those people feel a sense of autonomy if you don't have confidence in them.

Don't tell people how to do things, tell them what to do and let them surprise you with their results.

If there are only three guys at the top of the organization handling things, it's the definition of a bankrupt company. In creating leaders without titles, we are going to have organizations with people at the helm putting forth their best.

Google teams have lots of autonomy, including from people like me.

People ask the difference between a leader and a boss.... The leader works in the open, and the boss is covert. The leader leads, and the boss drives

When you empower people you sign up for a life of uncertainty and change.

It doesn’t make sense to hire smart people and then tell them what to do. We hire smart people so they can tell us what to do.

The most important thing I've done at work has been to surround myself with amazing people who I trust and empower fully to do stuff better than I could.

As a leader, you want your team to play as you are.

In all of our efforts, we continue to emphasize the importance of inclusivity and transparency on the part of the Afghan government and leadership, especially in linking nascent local governing institutions to the decision-making and financial resources in Kabul.

When building a strong team, you need a strong leader.

Command-and-control isn't the kind of corporate culture people want to be in anymore.