Brian May Quotes

I never do any brainwork that anyone else can do for me

Never do anything yourself that others can do for you.

When the going gets tough, the prospect of delegating half your responsibilities to a willing volunteer, either to play a supporting role or take over the breadwinning, certainly holds allure.

I have an assistant who's very good at email, so I don't struggle with it.

I find that many entrepreneurs are trying to do everything when it would be cheaper and more time-efficient to delegate, even if there are monetary costs associated with that.

People tell me I need an assistant, but I don't want one.

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

I'd like to cut down on the work a little bit.

Employ oneself upon trifling professional matters which others could do.

There is one rule of action more important than all others. It consists in never doing anything that someone else can do for you.

One of the great advantages that I had in my career is I started trading 24 hours a day in my early 20s, and I had to learn to delegate to people.

Fire Yourself. Outsource some of your life. Because you know what won't be cute on a tombstone? 'Her grind was impeccable, and she did it all by herself.'

Your own business growth and success depends on many things, and along that growing path, you are going to have to concede certain responsibilities and activities - whether for your accounting, your production, or day-to-day management.

If you ever hope to get ahead as an entrepreneur, the answer is not becoming an effective juggler, but in understanding and designing the systems to keep your team, not you, busy, busy, busy.

I don't do much research on the Internet.

Let your monkey do it.

I'm not good at going on the internet and trolling around and finding information.

We accomplish all that we do through delegation - either to time or to other people.

I am fortunate to have a very helpful team that enables me to spend time doing things that are important but not necessarily urgent. People who have no such team need to also make these larger decisions so that they can cheerfully say No to that which is urgent but not important.

Transformation al leaders pick the right people, match them to the right jobs, achieve mutual clarity on the desired results, and then they get out of the way and leave the individual with maximum freedom to perform.

If I have to tell a guy he's got something to do, I consider myself a failure as a manager.

Hard work never hurt anyone who hired someone else to do it.

Do not do anything that anyone else can do readily.

Most of the time, we write something and then figure out who would be best to do it.

It's most useful to think about not jobs but tasks. And within any given job, there are lots of different tasks. If you're a radiologist maybe reading the images machines can be able to do that better, maybe making the broader diagnosis and communicating it to the patients.