Ability To Delegate Quotes

You might be an intelligent person, but once you let someone else filter the world for you, you have no way to critically analyze what you’re hearing. At best, absolute best case scenario, if they blatantly contradict themselves, you can spot that. But if they take basic care to maintain an internal logical consistency, which they all do, you’ve got nothing. You’ve delegated the ability to make up your mind.

You've delegated the ability to make up your mind.

An important United Nations environmental conference went past 6:00 in the evening when the interpreters' contracted working conditions said they could leave. They left, abandoning the delegates unable to talk to each other in their native languages. The French head of the committee, who had insisted on speaking only in French throughout the week suddenly demonstrated the ability to speak excellent English with English-speaking delegates.

He was rowed down from the north in a leather skiff manned by a crew of trolls. His fur cape was caked with candle wax, his brow stained blue by wine - though the latter was seldom noticed due to the fox mask he wore at-all times. A quill in his teeth, a solitary teardrop a-squirm in his palm, he was the young poet prince of Montreal, handsome, immaculate, searching for sturdier doors to nail his poignant verses on. In Manhattan, grit drifted into his ink bottle. In Vienna, his spice box exploded. On the Greek island of Hydra, Orpheus came to him at dawn astride a transparent donkey and restrung his cheap guitar. From that moment on, he shamelessly and willingly exposed himself to the contagion of music. To the secretly religious curiosity of the traveler was added the openly foolhardy dignity of the troubadour. By the time he returned to America, songs were working in him like bees in an attic. Connoisseurs developed cravings for his nocturnal honey, despite the fact that hearts were occasionally stung. Now, thirty years later, as society staggers towards the millennium - nailing and screeching at the while, like an orangutan with a steak knife in its side - Leonard Cohen, his vision, his gift, his perseverance, are finally getting their due. It may be because he speaks to this wounded zeitgeist with particular eloquence and accuracy, it may be merely cultural time-lag, another example of the slow-to-catch-on many opening their ears belatedly to what the few have been hearing all along. In any case, the sparkle curtain has shredded, the boogie-woogie gate has rocked loose from its hinges, and here sits L. Cohen at an altar in the garden, solemnly enjoying new-found popularity and expanded respect. From the beginning, his musical peers have recognized Cohen´s ability to establish succinct analogies among life´s realities, his talent for creating intimate relationships between the interior world of longing and language and the exterior world of trains and violins. Even those performers who have neither "covered" his compositions nor been overtly influenced by them have professed to admire their artfulness: the darkly delicious melodies - aural bouquets of gardenia and thistle - that bring to mind an electrified, de-Germanized Kurt Weill; the playfully (and therefore dangerously) mournful lyrics that can peel the apple of love and the peach of lust with a knife that cuts all the way to the mystery, a layer Cole Porter just could`t expose. It is their desire to honor L. Cohen, songwriter, that has prompted a delegation of our brightest artists to climb, one by one, joss sticks smoldering, the steep and salty staircase in the Tower of Song.

In fact, Lincoln and Stanton had already heard similar complaints. After dispatching investigators to look into General Grant’s behavior, however, they had concluded that his drinking did not affect his unmatched ability to plan, execute, and win battles. A memorable story circulated that when a delegation brought further rumors of Grant’s drinking to the president, Lincoln declared that if he could find the brand of whiskey Grant used, he would promptly distribute it to the rest of his generals!

Delegate judiciously: This is another incredibly important lesson for leading. A finance billionaire once told me that to scale a business you have to know how to delegate: “A great employee will do something 80 percent the same way you would do it. The last 20 percent is their personal take on the deliverable. There’s a 50 percent chance that your way would be the right way and a 50 percent chance that their way is better. They’re not going to do it 100 percent the same way you would, but you have to hope that you hire people who will do things better than you would, who will try things that are smartly conceived. You have to get comfortable with people doing things 80 percent the way you would have done them in order to scale a business.” The ability to delegate smartly is critical.

That’s what’s happening if you’re getting all your news from one place. If you stop listening to someone the second you hear a word or phrase you’ve been taught belongs to the enemy, like “environment” or “job creators,” that’s what you’re doing. You might be an intelligent person, but once you let someone else filter the world for you, you have no way to critically analyze what you’re hearing. At best, absolute best case scenario, if they blatantly contradict themselves, you can spot that. But if they take basic care to maintain an internal logical consistency, which they all do, you’ve got nothing. You’ve delegated the ability to make up your mind.

look at the anatomy of trees as one of nature’s examples of successful organizing that realizes that our power is in our ability to both be fiercely centered and grounded but also infinitely reaching towards our unique sources of energy, light, and growth. Each tree’s elements are reliant on one another but totally unique in form and function. There is no competition or pressure to be the root or the trunk or the buds that bloom. Each tree is a universe, a master delegator, a puzzle and a puzzle piece. They have encouraged me to not worry so much about making everyone ‘feel important’ and to focus on how to create systems and support efforts where everyone is important and clear on how their work is unique, crucial and totally interconnected.” —Morgan Mann Willis

Instead of randomly delegating or hoping people will self-select, you want to divide the list by skills. This highlights people’s abilities so they feel capable, as opposed to burdened. To do this, use what I call Skill Solicitation. Skill Solicitation is when you ask people to self-identify based on capability: Is anyone good at _____? Do you know anything about _____? I need someone who is strong with ______.

There is nothing that the media could say to me that would justify the way they’ve acted. You can hound me. You can follow me, but in no way should you frighten those around me. To harm my wife and potentially harm my daughter—there is no excuse that could put any of you on the right side of morality. I met Rose when I was fifteen and she was fourteen, and through what she would call fate and I’d call circumstance of our hobbies, we’d cross paths dozens of times over the course of a decade. At seventeen, I attended the same national Model UN conference as Rose, and a delegate for Greenland locked us in a janitorial closet. He also stole our phones. He had to beat us dishonorably because he couldn’t beat us any other way. Rose said being locked in a confined space with me was the worst two hours of her life" They look bemused, brows furrowing. I can’t help but smile. “You’re confused because you don’t know whether she was exaggerating or whether she was being truthful. But the truth is that we are complex people with the ability to love to hate and to hate to love, and I wouldn’t trade her for any other person. So that day, stuck beside mops and dirtied towels, I could’ve picked the lock five minutes in and let her go. Instead, I purposefully spent two hours with a girl who wore passion like a dress made of diamonds and hair made of flames. Every day of my life, I am enamored. Every day of my life, I am bewitched. And every day of my life, I spend it with her.” My chest swells with more power, lifting me higher. “I’ve slept with many different kinds of people, and yes, the three that spoke to the press are among them. Rose is the only person I’ve ever loved, and through that love, we married and started a family. There is no other meaning behind this, and for you to conjure one is nothing less than a malicious attack against my marriage and my child. Anything else has no relevance. I can’t be what you need me to be. So you’ll have to accept this version or waste your time questioning something that has no answer. I know acceptance isn’t easy when you’re unsure of what you’re accepting, but all I can say is that you’re accepting me as me. I leave them with a quote from Sylvia Plath. “‘I took a deep breath and listened to the old brag of my heart.’” My lips pull higher, into a livelier smile. “‘I am, I am, I am.’” With this, I step away from the podium, and I exit to a cacophony of journalists shouting and asking me to clarify. Adapt to me. I’m satisfied, more than I even predicted. Some people will rewind this conference on their television, to listen closely and try to understand me. I don’t need their understanding, but my daughter will—and I hope the minds of her peers are wide open with vibrant hues of passion. I hope they all paint the world with color.

Authoritarian managers use power, often in the form of fear, to get people to do something their way. Leaders depend for the most part on influence rather than power, and influence derives from respect rather than fear. Respect, in turn, is based on qualities such as integrity, ability, fairness, truthfulness—in short, on character. Leaders are part of the team, and although they are given organizational authority, their real authority isn't delegated top-down but earned bottom-up. From the outside, a managed team and a led team can look the same, but from the inside they feel very different.

If one trusts solely to brave generals who love fighting, this will cause trouble. If one relies solely on those who are cautious, their frightened hearts will find it difficult to control the situation. Now the method of employing men is to use the avaricious and the stupid, the wise and the brave, and to give responsibility to each in situations that suit him. Do not charge people to do what they cannot do. Select them and give them responsibilities commensurate with their abilities. He who relies on the situation uses his men in fighting as one rolls logs or stones. now the nature of logs and stones is that one stable ground they are static; on unstable ground, they move. If square, they stop; if round, they roll.

The whole suggestion is predicated on a damnable fucking lie—the BIG lie, actually—one which Richman himself happily helped create and which he works hard, on a daily basis, to keep alive. See … it makes for a better article when you associate the food with a personality. Richman, along with the best and worst of his peers, built up these names, helped make them celebrities by promoting the illusion that they cook—that if you walk into one of dozens of Jean-Georges’s restaurants, he’s somehow back there on the line, personally sweating over your halibut, measuring freshly chopped herbs between thumb and forefinger. Every time someone writes “Mr. Batali is fond of strong, assertive flavors” (however true that might be) or “Jean Georges has a way with herbs” and implies or suggests that it was Mr. Batali or Mr. Vongerichten who actually cooked the dish, it ignores the reality, if not the whole history, of command and control and the creative process in restaurant kitchens. While helpful to chefs, on the one hand, in that the Big Lie builds interest and helps create an identifiable brand, it also denies the truth of what is great about them: that there are plenty of great cooks in this world—but not that many great chefs. The word “chef” means “chief.” A chef is simply a cook who leads other cooks. That quality—leadership, the ability to successfully command, inspire, and delegate work to others—is the very essence of what chefs are about. As Richman knows. But it makes better reading (and easier writing) to first propagate a lie—then, later, react with entirely feigned outrage at the reality.

Working class bodies (like any other) will only flourish as long as there is a sense of purpose in participating in them. If there is no real discussion, if everything of significance is decided in advance elsewhere, the organ atrophies and the participants vote with their feet. That kind of apathy and passivity is what capitalist society relies upon. Demanding that we put a cross on a piece of paper, to indicate our trust in representatives who can do what they like for five years, is the sole political duty of the “citizen”. Meanwhile the so-called democratic state represents only the interests of the propertied classes. Socialist society is different. It is not just about dispossessing the wealthy of their ownership of the means of production, even if abolishing both the law of value and exploitation are bedrocks on which a new mode of production must arise. Socialism demands the active participation of all producers in the decisions that affect their lives. Its democracy is direct and based on the ability to recall delegates if they do not fulfil the mandate they were given by the collectivity.

Delegation—the assigning of things (work or a task) to individuals. Jethro told Moses to delegate the lesser tasks so he could focus on the major issues of leading the nation of Israel to the promised land. Delegation involves three important elements: Clearly assigning the responsibility the individual is entrusted with. Granting the necessary authority and ability to accomplish the task assigned. Holding the person accountable for the completion of the assigned task. Delegation is not giving an unpleasant task to someone, nor is it getting rid of work to make your workday less than responsible. It is, however: Sharing the work with individuals who have the capability so that you may concentrate on more challenging or more difficult assignments. Providing a format whereby individuals can mature and learn through on-the-job work. Encouraging others to become part of the organization by participative task accomplishment. Allowing individuals to exercise their special gifts and abilities. An important element of the organizational structure of the church is the granting of authority to accomplish the task. Authority is the right to invoke compliance by subordinates on the basis of the formal position in the organizational structure and upon the controls the formal organization has placed on that position. Authority is linked to the position, not the person. Authority is derived in various ways: Position Reputation Experience Expertise Authority and responsibility are directly linked. When you give someone responsibility for a task, then the individual should be given the ability to see to it that the task is accomplished. Responsibility and accountability are also directly linked. If the individual is given the responsibility for a task as well the authority/ability to see to its accomplishment, then it is the manager or administrator’s responsibility to hold the individual accountable to complete the task in the manner assigned and planned. Elements of describing the use of organizational authority include: The use of an organizational chart that establishes the chain of command. The use of functional authority, assigning to individuals in other elements of the organization the authority to administer and control elements of the organization outside their own. Defining span of control, defining within the task assignment specifically what elements of the organization the individual has authority over.

Politicians are the only people in the world who create problems and then campaign against them. Have you ever wondered why, if both the Democrats and Republicans are against deficits, we have deficits? Have you ever wondered why if all politicians are against inflation and high taxes, we have inflation and high taxes? You and I don’t propose a federal budget. The president does. You and I don’t have Constitutional authority to vote on appropriations. The House of Representatives does. You and I don’t write the tax code. Congress does. You and I don’t set fiscal policy. Congress does. You and I don’t control monetary policy. The Federal Reserve Bank does. One hundred senators, 435 congressmen, one president and nine Supreme Court justices — 545 human beings out of 235 million — are directly, legally, morally and individually responsible for the domestic problems that plague this country. I excused the members of the Federal Reserve Board because that problem was created by the Congress. In 1913, Congress delegated its Constitutional duty to provide a sound currency to a federally chartered by private central bank. I exclude all of the special interests and lobbyists for a sound reason. They have no legal authority. They have no ability to coerce a senator, a congressman or a president to do one cotton-picking thing. I don’t care if they offer a politician $1 million in cash. The politician has the power to accept or reject it. No matter what the lobbyist promises, it is the legislators’ responsibility to determine how he votes. Don’t you see the con game that is played on the people by the politicians? Those 545 human beings spend much of their energy convincing you that what they did is not their fault. They cooperate in this common con regardless of party. What separates a politician from a normal human being is an excessive amount of gall. No normal human being would have the gall of Tip O’Neill, who stood up and criticized Ronald Reagan for creating deficits. The president can only propose a budget. He cannot force the Congress to accept it. The Constitution, which is the supreme law of the land, gives sole responsibility to the House of Representatives for originating appropriations and taxes. Those 545 people and they alone are responsible. They and they alone should be held accountable by the people who are their bosses — provided they have the gumption to manage their own employees.

Driscoll preached a sermon called “Sex: A Study of the Good Bits of Song of Solomon,” which he followed up with a sermon series and an e-book, Porn-again Christian (2008). For Driscoll, the “good bits” amounted to a veritable sex manual. Translating from the Hebrew, he discovered that the woman in the passage was asking for manual stimulation of her clitoris. He assured women that if they thought they were “being dirty,” chances are their husbands were pretty happy. He issued the pronouncement that “all men are breast men. . . . It’s biblical,” as was a wife performing oral sex on her husband. Hearing an “Amen” from the men in his audience, he urged the ladies present to serve their husbands, to “love them well,” with oral sex. He advised one woman to go home and perform oral sex on her husband in Jesus’ name to get him to come to church. Handing out religious tracts was one thing, but there was a better way to bring about Christian revival. 13 Driscoll reveled in his ability to shock people, but it was a series of anonymous blog posts on his church’s online discussion board that laid bare the extent of his misogyny. In 2006, inspired by Braveheart, Driscoll adopted the pseudonym “William Wallace II” to express his unfiltered views. “I love to fight. It’s good to fight. Fighting is what we used to do before we all became pussified,” before America became a “pussified nation.” In that vein, he offered a scathing critique of the earlier iteration of the evangelical men’s movement, of the “pussified James Dobson knock-off crying Promise Keeping homoerotic worship . . .” where men hugged and cried “like damn junior high girls watching Dawson’s Creek.” Real men should steer clear. 14 For Driscoll, the problem went all the way back to the biblical Adam, a man who plunged humanity headlong into “hell/ feminism” by listening to his wife, “who thought Satan was a good theologian.” Failing to exercise “his delegated authority as king of the planet,” Adam was cursed, and “every man since has been pussified.” The result was a nation of men raised “by bitter penis envying burned feministed single mothers who make sure that Johnny grows up to be a very nice woman who sits down to pee.” Women served certain purposes, and not others. In one of his more infamous missives, Driscoll talked of God creating women to serve as penis “homes” for lonely penises. When a woman posted on the church’s discussion board, his response was swift: “I . . . do not answer to women. So, your questions will be ignored.” 15

THE 10 MAJOR CAUSES OF FAILURE IN LEADERSHIP We come now to the major faults of leaders who fail, because it is just as essential to know WHAT NOT TO DO as it is to know what to do. 1. INABILITY TO ORGANIZE DETAILS. Efficient leadership calls for ability to organize and to master details. No genuine leader is ever "too busy" to do anything which may be required of him in his capacity as leader. When a man, whether he is a leader or follower, admits that he is "too busy" to change his plans, or to give attention to any emergency, he admits his inefficiency. The successful leader must be the master of all details connected with his position. That means, of course, that he must acquire the habit of relegating details to capable lieutenants. 2. UNWILLINGNESS TO RENDER HUMBLE SERVICE. Truly great leaders are willing, when occasion demands, to perform any sort of labor which they would ask another to perform. "The greatest among ye shall be the servant of all" is a truth which all able leaders observe and respect. 3. EXPECTATION OF PAY FOR WHAT THEY "KNOW" INSTEAD OF WHAT THEY DO WITH THAT WHICH THEY KNOW. The world does not pay men for that which they "know." It pays them for what they DO, or induce others to do. 4. FEAR OF COMPETITION FROM FOLLOWERS. The leader who fears that one of his followers may take his position is practically sure to realize that fear sooner or later. The able leader trains understudies to whom he may delegate, at will, any of the details of his position. Only in this way may a leader multiply himself and prepare himself to be at many places, and give attention to many things at one time. It is an eternal truth that men receive more pay for their ABILITY TO GET OTHERS TO PERFORM, than they could possibly earn by their own efforts. An efficient leader may, through his knowledge of his job and the magnetism of his personality, greatly increase the efficiency of others, and induce them to render more service and better service than they could render without his aid. 5. LACK OF IMAGINATION. Without imagination, the leader is incapable of meeting emergencies, and of creating plans by which to guide his followers efficiently.

The first is your Zone of Mastery, or Unique Ability, the zone you inhabit when you’re doing what you love most, what only you can do, and where the results are remarkable. However, since this is your work or professional life, you need to apply a second filter, which is the field of activity most necessary to get your organisation heading in the direction it needs to go. Where those two filters overlap, that’s what you should be doing. All accountabilities falling outside those boundaries are ripe for delegation, which will win you time.

I don’t involve myself in the day-to-day, but I stay close to those who do. I believe in the radius theory of business, where your ability to succeed is ultimately limited by the number of people between you and the decision. That’s because the farther from you the decision is made, the less you control the risk. History shows that businesses get buried when they don’t delegate enough—but also when they delegate too much.

Fear of competition from followers. The leader who fears that one of his followers may take his position is practically sure to realize that fear sooner or later. The able leader trains understudies to whom he may delegate, at will, any of the details of his position. Only in this way may a leader multiply himself and prepare himself to be at many places, and give attention to many things at one time. It is an eternal truth that men receive more pay for their ability to get others to perform, than they could possibly earn by their own efforts. An efficient leader may, through his knowledge of his job and the magnetism of his personality, greatly increase the efficiency of others, and induce them to render more service and better service than they could render without his aid.

That was the truth of his power, he realized, the ability to delegate responsibility and allow others to rightfully take their credit. The strength of Jarlaxle lay not in Jarlaxle, though even alone he could be formidable indeed, but in the competent soldiers with whom the mercenary surrounded himself. To battle Jarlaxle was to battle Bregan D’aerthe, an organisation of free-thinking, amazingly competent drow warriors. To battle Jarlaxle was to lose.

Effective delegation is the single most powerful way for you to build trust in your employees' abilities.

During the Lucasfilm years, I definitely had my periods of feeling overwhelmed as a manager, periods when I wondered about my own abilities and asked myself if I should try to adopt a more forceful, alpha male management style. I’d put my version of hierarchy in place by delegating to other managers, but I was also part of a chain of command in the greater Lucasfilm empire. I remember going home at night, exhausted, feeling like I was balancing on the backs of a herd of horses—only some of the horses were thoroughbreds, some were completely wild, and some were ponies who were struggling to keep up. I found it hard enough to hold on, let alone steer.

Striving for balance forces a leader to invest time and energy in aspects of leadership where he will never succeed. It is not realistic to strive for balance within the sphere of our personal leadership abilities. …discover your zone and stay there. Then delegate everything else.

Listen. You will learn a lot about a person just from listening to what they say and how they say it. Are they confident in their abilities? Are they providing solutions? Are they proactive? Listen for clarity on the services they provide. Listen for background noise and distractions particularly if your VA will be contacting clients on your behalf. Whatever, you hear during your call is indicative of the work environment and likely what you clients will hear during their interactions

Chris Salamone is a powerful leader who brings all the unique ideas into existence with many leadership qualities that a good leader possess like honesty, ability to delegate, communication, commitment, creativity, ability to inspire, etc.

Above all else, your leaders need to be able to simplify, delegate, predict, systemize, and structure. To the degree that you and your team apply these five abilities, you will grow to the next level. Let’s take a look at them one by one.

Your Unique Ability is the combination of talents, interests and capabilities that is unique to you. How do we recognise it? Four ways: when you are in the zone of your Unique Ability, 1) people admire you because the results are stunning; 2) you love doing it and time flies; 3) it gives you energy rather than sapping it; and 4) you get better at it all the time. Success, insisted Sullivan, comes to people who pay attention to their Unique Ability, define it, and start shedding responsibilities that fall outside it.

Spend some time making a list of all the things you do in your role. Work from your formal job description, but make sure to include all the things you actually do, as well, from training new recruits, to organising away days, to setting strategy. Then arrange this catalogue of activities into four groups: Things you are incompetent at doing: The realm of stress and futility, you really should not be doing it. Things you are competent at, but don’t enjoy: You meet minimum standard levels, but others do it better, and it bores you. Things you’re quite good at, but have no passion for: From experience you can do it standing on your head, but it doesn’t fire you up. Things you excel at, and love doing: Here you are ‘in the zone’. It is the realm of Unique Ability, passion and maximum effectiveness. If you think of these four categories as concentric rings, the first is cold and distant, the Outer Ring Of Rank Incompetence, a place to avoid at all costs. Next in is the Ring Of Dreary Competence; you do not want to linger here for long, either. Getting warmer and closer-in is the Ring Of Passionless Skill, where many of us spend more time than we’d like. And in the middle is the Bullseye of Mastery.

• What is your Unique Ability? When were you last in your Zone of Mastery, and what were you doing? You are in your Zone of Mastery when 1) people admire you because the results are stunning; 2) you love doing it and time flies; 3) it gives you energy rather than sapping it; and 4) you get better at it all the time.

The experience led Dweck to develop the idea of two contrasting mindsets that shape our attitudes to our own and others’ abilities. People with a ‘growth mindset’, as she called it, like the positive pupils above, see their intellectual ability as something that can be developed through effort, learning and practice, while people with a ‘fixed mindset’ believe they were born with a certain amount of brains and talent and nothing they can do will change that. Growth mindset people are the more go-getting bunch. Faced with problems, they engage and persevere. Failure isn’t permanent, it’s success not just yet. Using electroencephalograms (EEGs) scientists found more brain activity relating to error adjustments among college students with a growth mindset than among their peers with a fixed mindset.7 Growth-minded people also showed better accuracy after mistakes.

Effective delegation depends on the ability of others to make decisions. Some people can make decisions, others cannot. It

The Ten Major Causes of Failure in Leadership. We come now to the major faults of leaders who fail, because it is just as essential to know what not to do as it is to know what to do. 1.   Inability to organize details. Efficient leadership calls for ability to organize and to master details. No genuine leader is ever “too busy” to do anything which may be required of him in his capacity as leader. When a man, whether he is a leader or follower, admits that he is “too busy” to change his plans, or to give attention to any emergency, he admits his inefficiency. The successful leader must be the master of all details connected with his position. That means, of course, that he must acquire the habit of relegating details to capable lieutenants. 2.   Unwillingness to render humble service. Truly great leaders are willing, when occasion demands, to perform any sort of labor which they would ask another to perform. “The greatest among ye shall be the servant of all” is a truth which all able leaders observe and respect. 3.   Expectation of pay for what they “know” instead of what they do with that which they know. The world does not pay men for that which they “know.” It pays them for what they do, or induce others to do. 4.   Fear of competition from followers. The leader who fears that one of his followers may take his position is practically sure to realize that fear sooner or later. The able leader trains understudies to whom he may delegate, at will, any of the details of his position. Only in this way may a leader multiply himself and prepare himself to be at many places, and give attention to many things at one time. It is an eternal truth that men receive more pay for their ability to get others to perform, than they could possibly earn by their own efforts. An efficient leader may, through his knowledge of his job and the magnetism of his personality, greatly increase the efficiency of others, and induce them to render more service and better service than they could render without his aid.

the ability to delegate lies at the heart of leadership.3 Regardless of where you land in the organization, the keys to effective delegation remain pretty much the same: you build a team of competent people whom you trust, you establish goals and metrics through which you can monitor people’s progress, you translate higher-level goals into specific responsibilities for your direct reports, and you reinforce them through some sort of management-by-objectives process.

As he said, “It is chiefly to my confidence in men and my ability to inspire their confidence in me that I owe my success in life.”17 He liked to note that Napoleon could not have succeeded without his marshals.18 Free of an autocratic temperament, Rockefeller was quick to delegate authority and presided lightly, genially, over his empire, exerting his will in unseen ways.

I was reviews editor, which I was hopeless at seeing as it required organisation, decisions, delegation and ability to decipher which singles, albums, films, videos, concerts, books and competitions were best suited to the viewers from an actual Alpine avalanche of Jiffy bags permanently engulfing the reviews desk. This was music industry boom time,

1. All decision-making centers on them 2. Impatience or a lack of ability to listen to others 3. Delegating without giving proper authority or with too many limits 4. Feelings of entitlement 5. Feeling threatened or intimidated by other talented staff 6. Needing to be the best and brightest in the room5

Principle 1: Leaders Embrace Extreme Ownership. "On any team, in any organization, all responsibility for success and failure rests with the leader. The leader must own everything in his or her world. There is no one else to blame." Principle 2: There Are No Bad Teams, Only Bad Leaders. "When leaders drive their teams to achieve a higher standard of performance, they must recognize that when it comes to standards, as a leader, it’s not what you preach, it’s what you tolerate." Principle 3: Mission Clarity. "Everyone on the team must understand not only what do to, but why." Principle 4: Keep Your Ego in Check. "Ego clouds and disrupts everything: the planning process, the ability to take good advice, and the ability to accept constructive criticism." Principle 5: Teamwork. "Each member of the team is critical to success, though the main effort and supporting efforts must be clearly identified. If the overall team fails, everyone fails, even if a specific member or an element within the team did their job successfully. Pointing fingers and placing blame on others contributes to further dissension between teams and individuals. These individuals and teams must instead find a way to work together, communicate with each other, and mutually support one another. The focus must always be on how to best accomplish the mission." Principle 6: Simplicity and Clarity. "Leaders eliminate complexity in problems and in situations. Leaders bring clarity to a situation. They keep plans simple, clear, and concise." Principle 7: Prioritize and Execute. "Leaders must determine the highest priority task and execute. Prioritize and Execute." Principle 8: Decentralized Command. "Good leaders delegate. They trust their teams to execute. They provide freedom to execute by giving them clarity in the mission and clear boundaries." Principle 9: Manage Up and Manage Down. "As leader, if you don’t understand why decisions are being made, requests denied, or support allocated elsewhere, you must ask those questions up the chain. Then, once understood, you can pass that understanding down to your team." Principle 10: Discipline Equals Freedom.

Principle 1: Leaders Embrace Extreme Ownership. "On any team, in any organization, all responsibility for success and failure rests with the leader. The leader must own everything in his or her world. There is no one else to blame." Principle 2: There Are No Bad Teams, Only Bad Leaders. "When leaders drive their teams to achieve a higher standard of performance, they must recognize that when it comes to standards, as a leader, it’s not what you preach, it’s what you tolerate." Principle 3: Mission Clarity. "Everyone on the team must understand not only what do to, but why." Principle 4: Keep Your Ego in Check. "Ego clouds and disrupts everything: the planning process, the ability to take good advice, and the ability to accept constructive criticism." Principle 5: Teamwork. "Each member of the team is critical to success, though the main effort and supporting efforts must be clearly identified. If the overall team fails, everyone fails, even if a specific member or an element within the team did their job successfully. Pointing fingers and placing blame on others contributes to further dissension between teams and individuals. These individuals and teams must instead find a way to work together, communicate with each other, and mutually support one another. The focus must always be on how to best accomplish the mission." Principle 6: Simplicity and Clarity. "Leaders eliminate complexity in problems and in situations. Leaders bring clarity to a situation. They keep plans simple, clear, and concise." Principle 7: Prioritize and Execute. "Leaders must determine the highest priority task and execute. Prioritize and Execute." Principle 8: Decentralized Command. "Good leaders delegate. They trust their teams to execute. They provide freedom to execute by giving them clarity in the mission and clear boundaries." Principle 9: Manage Up and Manage Down. "As leader, if you don’t understand why decisions are being made, requests denied, or support allocated elsewhere, you must ask those questions up the chain. Then, once understood, you can pass that understanding down to your team." Principle 10: Discipline Equals Freedom.

Effective delegation depends on the ability of others to make decisions. Some people can make decisions, others cannot. It just doesn't work if you are congenitally hesitant and allow things to linger in a state of suspension.

It must be understood, he continued, that he could not confer with them as members of Congress—that he “could not acknowledge that body which was not acknowledged by the King, whose delegate he was,” as his secretary recorded in the notes of the meeting—and that he therefore could only consider them “merely as gentlemen of great ability and influence,” private persons and British subjects.

Companies should utilize the CSIPP™ framework whenever they face crises. The 12 elements of CSIPP™, or Crisis Solution Internal Philosophy and Practice, include: 1. Immunity (Immune Systems): Organizations, akin to living organisms, possess inherent vulnerabilities. The CSIPP™ framework advocates for the establishment of proactive and self-regulating systems within an organization which autonomously identify, respond to, and mitigate threats, thereby enhancing the organization's resilience and adaptability. 2. Surveillance: Organizations need to cultivate a culture of informed awareness. This entails the implementation of judicious surveillance mechanisms to gather both internal and external intelligence. Such insights empower organizations to preemptively identify potential risks and opportunities, enabling more agile and effective decision-making. Data serves as the lifeblood of CSIPP™. It is imperative that organizations prioritize the collection, analysis, and interpretation of relevant data. This data-driven approach facilitates evidence-based decision-making, informed risk assessments, and the optimization of crisis response strategies. 3. Decisiveness: Decisiveness is particularly important during times of crisis. Leaders must be able to gather and synthesize the data, and make quick and definite decisions to move the organization forward. 4. Capital Reserves/Liquidity: Financial preparedness is a cornerstone of crisis management. Organizations must maintain adequate reserves of liquid capital to navigate unforeseen challenges. Moreover, they should proactively identify internal assets, both tangible and intangible, that can be readily redeployed in times of crisis. 5. Communication: Effective communication is pivotal during a crisis. Organizations should establish a comprehensive communication plan encompassing all stakeholders - employees, customers, investors, and the community at large. This plan should ensure timely, transparent, and accurate information dissemination, fostering trust and mitigating the spread of misinformation. 6. Response: The ability to respond swiftly and decisively is critical in crisis situations. Organizations must develop well-defined response protocols that outline roles, responsibilities, and escalation procedures. Regular drills and simulations can enhance preparedness and ensure a coordinated response. 7. Risk Evaluation: A continuous process of risk evaluation and assessment is essential. Organizations need to proactively identify, analyze, and prioritize potential risks based on their likelihood and potential impact. This enables the development of targeted mitigation strategies and contingency plans. 8. Leadership: Strong and decisive leadership is indispensable during a crisis. Leaders must be able to make difficult decisions under pressure, communicate effectively, and inspire confidence in their teams. A clear chain of command and delegation of authority are vital for effective crisis management. 9. Readiness (Drills/Training): All individuals likely to be involved in crisis response should receive comprehensive training and participate in regular drills. This ensures that they are familiar with their roles, responsibilities, and the organization's crisis management protocols. 10. Post-Crisis Analysis: Following a crisis, it is crucial to conduct a thorough post-mortem analysis. This involves evaluating the organization's response, identifying lessons learned, and implementing corrective actions to improve future crisis management efforts. 11. Nuanced Adjustment: Crisis management is not a one-size-fits-all endeavor. Organizations need to be adaptable and flexible, adjusting their strategies and tactics as the situation evolves. 12. Protocol: Clear and well-defined protocols are the backbone of effective crisis management. Organizations should establish a set of standard operating procedures (SOPs) that outline the steps to be taken in various crisis scenarios.