Jennifer Konner Quotes

If you have excellent people, then you have to give them the power.

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.

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.

You try and pick good people and avoid micromanaging them thereafter.

I wouldn't ask any of my employees to do anything I wouldn't do. And I work as hard, if not harder than the rest of the staff, to set an example. I also believe in giving my employees a lot of room to be creative and to express themselves.

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

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.

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 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.

My idea is bring in good people and then get out of their way.

I get the team set up good and then I'll let them do their thing. At the end of the day, if you put the time and effort into interviewing and finding the right people for a job, you've got to let them do that job.

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

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

The moment you feel the need to tightly manage someone, you've made a hiring mistake. The best people don't need to be managed. Guided, taught, led-yes. But not tightly managed.

Trust gives you the permission to give people direction, get everyone aligned, and give them the energy to go get the job done. Trust enables you to execute with excellence and produce extraordinary results. As you execute with excellence and deliver on your commitments, trust becomes easier to inspire, creating a flywheel of performance.

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

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

I learned this early on in the variety business: You've got to give folks responsibility, you've got to trust them, and then you've got to check on them.

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

You've got to trust people. And because I am a control freak, sometimes that's difficult for me, because I want to micro-manage absolutely everything. I can't hand over. But I'm trying to do that more.

So I let them be responsible for there particular areas. Then by the time it gets to me that means that there is a problem. I have my eyes open and I need to know something about every department but you don't want to micro manage any particular department.

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.

I trust every lead in every department. All of the teams are phenomenal artists. All I need to tell them is why to do something, not how to do something.

Hire the best people, and trust what you hired them to do.

The more responsibility the Scoutmaster gives his patrol leaders, the more they will respond.