Gretchen Rubin Quotes

I have learned to delegate.

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

I always delegate. If someone is very good at something, whatever it is, he will be in charge.

Do pleasant things yourself, but unpleasant things through others.

Delegate it to the manager. You have this really good staff that will take care of everything for you. You just have to delegate it and trust it.

In the discharge of the duties of this office, there is one rule of action more important than all others. It consists in never doing anything that someone else can do for you.

The first rule of management is delegation. Don't try and do everything yourself because you can't.

Don't be a bottleneck. If a matter is not a decision for the President or you, delegate it. Force responsibility down and out. Find problem areas, add structure and delegate. The pressure is to do the reverse. Resist it.

Be able to delegate, because there are some things that you just can't do by yourself.

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

If you want to do a few small things right, do them yourself. If you want to do great things and make a big impact, learn to delegate.

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.

When you want a thing done, 'Don't do it yourself' is a good motto for Scoutmasters.

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.

To be an effective leader, you have to have a manipulative streak - you have to figure out the people working for you and give each tasks that will take advantage of his strength.

I'm not quite that difficult, even though maybe I'm a little bit bossy. But you know, in order to get things done, you do have to be a little bit bossy sometimes or tell people what you really want. Otherwise, things just don't get done, do they?

He isn't a real boss until he has trained subordinates to shoulder most of his responsibilities.

I learned at 50 that there are things that are not my department. Distribution is one of those things.

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

Delegating work works, provided the one delegating works, too.

I don't have a problem with delegation. I love to delegate. I am either lazy enough, or busy enough, or trusting enough, or congenial enough, that the notion leaving tasks in someone else's lap doesn't just sound wise to me, it sounds attractive.

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

Once you have set the goal, give your staff the space to get there. If you micromanage, you will be able to do very little.

It's extremely instructive to realize that you cannot do everything. You need to delegate, to find experts, to consult with them. A big part of the job of directing is knowing when to take something on and when you shouldn't.