Bill Simmons Quotes

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

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

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.

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.

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 believe in delegating power.

Leadership is having the trust of the people are trying to lead.

For me, being able to engage with the details when necessary, when there's a challenge, when there's a particularly important pivot, yes, you have to do that. But in general, a leader needs to trust their commanders, needs to trust the team they've assembled, to actually execute in the right way.

I've always said my shoulders are broad, and I can take on that extra responsibility. I love it. I want it. I prefer to take it on myself to help the other guys, who can then go out and play with their heads clear and calm.

Leadership is not a popularity contest; it's about leaving your ego at the door. The name of the game is to lead without a title.

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.

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.

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.

If you're a quarterback, you want everything on your shoulders. You want to be the one to make the decisions.

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.

We have got to stop worrying about being loved and start worrying about being respected. And that's exactly how I'll lead our country.

Honor bespeaks worth. Confidence begets trust. Service brings satisfaction. Cooperation proves the quality of leadership.

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

I emphasize... that the Harrimans showed great courage and loyalty and confidence in us, because three or four of us were really running the business, the day to day business.

I think my lesson is to back yourself once you've been given a job. Far too often, I've been given a job and then doubted why I'm there.

To be honest, the fact that people trust you gives you a lot of power over people. Having another person's trust is more powerful than all other management techniques put together.

Somebody said, 'You may be a committee chair.' I don't think so. I don't think anybody would want me that much.

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 think it is important for people who are given leadership roles to assume that role immediately.