Tim Heidecker Quotes

Leaders receive and give assignments. This is an important part of the necessary principle of delegating. No one appreciates a willing volunteer more than I, but the total work cannot be done as the Lord wants it done merely by those doing the work who may be present at meetings.

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

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

Your instinct when someone is busy is to give them the least amount of work so that they can do it.

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

Luckily, as a director I can just tell people what I need and I don't need to tell them how to get it.

Allow your leaders to lead, and know when to get out of the way.

Every writer with half a brain knows to surround himself or herself with editors who are smarter, far more articulate, and infinitely better looking.

I don't need to spend hours in meetings, because I can have a two-minute conversation with a colleague who is pretty damn smart and who knows how to get the job done. And, if he needs my help on something, he'll let me know.

It's one thing to be able to analyze something. It's another to implement it or execute on a vision or even to get a whole bunch of people to rally behind it.

I think the way to maximize not just your leadership but your ability to influence your team is whatever you can do that helps the team perform at a really high level.

I work out most days, normally first thing, and then I just see where the day takes me. I recipe test most days, do lots of social media and emails, but nothing else is constant. Some days, I film YouTube videos; other days, I have lots of meetings, work on blog posts, brainstorm ideas, and work on upcoming projects.

We are definitely a team, from each band member to our management/booking agent. I like to be as involved as possible with business decisions, but at a certain point, it's important to me to step aside and let the professionals do their thing.

Successful leaders surround themselves with intelligent people.

Every team needs leaders, but not just one or two.

When you're at the lower levels in the organization, you need to win and be right. But as you move up, you need to let other people win and be right, and become a manager and delegate responsibility.

I don't really like to work with a large team and assistants, because then I lose so much time explaining things, which I don't like.

I tell my engineers that they should not overload me with information.

Good direction is often based on the ability to communicate.

It is important to understand what your team can do.

Trying to work out my schedule is hard but I'm lucky I have two great teams who take care of it all.

I'm a leader.

Creative people feel huge ownership of our content; we want everything to be done ourselves. But in book writing, there's a process: editors, PR people.

If we're doing a class project, then I'm going to be the one talking and taking the lead. I might not necessarily put all of the work in the project, but I want to help and do as much as I can and get everyone going in the right direction.

I always say, as a leader, you've got to know when to get out of the way.