Delegate Best 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.

Surround yourself with the best people you can find, delegate authority, and don’t interfere as long as the policy you’ve decided upon is being carried out.

Once you had delegated the best people to do a job for you, you had to trust both them and your judgment. What

THE SEVEN HABITS OF HIGHLY EFFECTIVE ADD ADULTS 1. Do what you’re good at. Don’t spend too much time trying to get good at what you’re bad at. (You did enough of that in school.) 2. Delegate what you’re bad at to others, as often as possible. 3. Connect your energy to a creative outlet. 4. Get well enough organized to achieve your goals. The key here is “well enough.” That doesn’t mean you have to be very well organized at all—just well enough organized to achieve your goals. 5. Ask for and heed advice from people you trust—and ignore, as best you can, the dream-breakers and finger-waggers. 6. Make sure you keep up regular contact with a few close friends. 7. Go with your positive side. Even though you have a negative side, make decisions and run your life with your positive side.

Delegators love to pull people into meetings, too. In fact, meetings are a delegator’s best friend. That’s where he gets to seem important. Meanwhile, everyone else who attends is pulled away from getting real work done.

Republican theory clearly stated that the people held all political power, and only they could delegate authority to a government. The people were free to change governments at will. They didn't need permission from incumbents.

In a pre-scientific society the best the common man can do is pin his faith on a leader and give him his support, trusting in his benevolence against the misuse of the delegated power and in his wisdom to govern justly and make war successfully.

Overwhelmed? Delegate. For perfectionists of the world, this is often a challenge. While you may think only you can do it best, you are denying someone else an opportunity to learn when you do everything yourself. Being the bottleneck serves no one, including you.

a delegate shout out from the floor: “Peonage, Anti-Lynch Bill, poll tax, these are our issues. They are the most controversial issues in American life, and some of us will have to die for them! Yes, we want to join with the CIO! We cannot stop for controversy!” And there in the faces of my people I saw strength. There with the whites in the audience I saw the positive forces of civilization and the best guarantee of America’s future.

If you want to create capacity and margin in your life, I suggest that you do the following: • Delegate so you’re working smarter, not just harder. • Do what you do best and drop the rest. • Get control of your calendar; otherwise other people will. • Do what you love because it will give you energy. • Work with people you like so your energy isn’t depleted. If you do those things while doing the right work with purpose in the right place with people you love, you will be living the good life. 4.

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.

He bantered us, challenged us, electrified us . . . At times his eloquence held us silent as images and some witty turn, some humorous phrase brought roars of applause. At times we cheered almost every sentence, like delegates at a political convention, At other moments we rose in our seats and yelled. There was something hypnotic in his rhythm and phrasing. His power over his auditors was absolute. {Garland's thoughts on the great Robert Ingersoll}

For instance, the education system, instead of going by textbook teaching, will promote creative and interactive self-learning—both formal and informal—with a focus on values, merit and quality. Workers, instead of being skilled or semi-skilled, will be knowledgeable, self-empowered and flexibly skilled. Types of work, instead of being structured and hardware driven, will be more flexible and software driven. Management styles will be delegative rather than directive.

Ten Principles for Success Strive to be a leader of character, competence, and courage. Lead from the front. Say, “Follow me!” and then lead the way. Stay in top physical shape—physical stamina is the root of mental toughness. Develop your team. If you know your people, are fair in setting realistic goals and expectations, and lead by example, you will develop teamwork. Delegate responsibility to your subordinates and let them do their jobs. You can’t do a good job if you don’t have a chance to use your imagination or your creativity. Anticipate problems and prepare to overcome obstacles. Don’t wait until you get to the top of the ridge and then make up your mind. Remain humble. Don’t worry about who receives the credit. Never let power or authority go to your head. Take a moment of self-reflection. Look at yourself in the mirror every night and ask yourself if you did your best. True satisfaction comes from getting the job done. The key to a successful leader is to earn respect—not because of rank or position, but because you are a leader of character. Hang Tough!—Never, ever, give up.

I produced a fulsome sermon. When the appointed Sunday arrived, I used all of my best grooming skills. I picked the cat hairs off my most expensive suit, smoothed my hair, and put a Band-aid on the thumb I had chewed while working overtime on my sermon. Once I met the delegation at church I did my best to dazzle them, and after the service was over we sat for almost two hours in a Sunday School room as I answered question after question about my history, my beliefs, my weaknesses, and my strengths. One man on the committee noticed the Band-aid on my thumb. "What did you do to yourself?" he asked sympathetically. "I cut it while I was cooking, "I lied.

I asked Mr. Spenlow what he considered the best sort of professional business? He replied, that a good case of a disputed will, where there was a neat little estate of thirty or forty thousand pounds, was, perhaps, the best of all. In such a case, he said, not only were there very pretty pickings, in the way of arguments at every stage of the proceedings, and mountains upon mountains of evidence on interrogatory and counter-interrogatory (to say nothing of an appeal lying, first to the Delegates, and then to the Lords), but, the costs being pretty sure to come out of the estate at last, both sides went at it in a lively and spirited manner, and expense was no consideration.

In Civil War days a performer named Blondin astonished the nation by crossing the Niagara River on a tightrope. President Abraham Lincoln, facing a delegation of critics, said: “Gentlemen, suppose all the property you possessed were in gold, and you had placed it in the hands of a Blondin to carry across the Niagara River on a rope. With slow, cautious steps he walks to the rope, bearing your all. Would you shake the cable and keep shouting at him, ‘Blondin, stand up a little straighter; Blondin, stoop a little more; go a little faster; lean more to the south; lean a little more to the north?’ Would that be your behaviour in such an emergency? “No, you would hold your breath, every one of you, as well as your tongues. You would keep your hands off until he was safe on the other side. “This government, gentlemen, is carrying an immense weight. Untold treasures are in its hands. The persons managing the ship of state in this storm are doing the best they can. Don’t worry them with needless warnings and complaints. . . . Be patient, and we will get you safe[ly] across.”19

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.

And there, until 1884, it was possible to gaze on the remains of a generally neglected monument, so-called Dagobert’s Tower, which included a ninth-century staircase set into the masonry, of which the thirty-foot handrail was fashioned out of the trunk of a gigantic oak tree. Here, according to tradition, lived a barber and a pastry-cook, who in the year 1335 plied their trade next door to each other. The reputation of the pastry-cook, whose products were among the most delicious that could be found, grew day by day. Members of the high-ranking clergy in particular were very fond of the extraordinary meat pies that, on the grounds of keeping to himself the secret of how the meats were seasoned, our man made all on his own, with the sole assistance of an apprentice who was responsible for the pastry. His neighbor the barber had won favor with the public through his honesty, his skilled hairdressing and shaving, and the steam baths he offered. Now, thanks to a dog that insistently scratched at the ground in a certain place, the ghastly origins of the meat used by the pastry-cook became known, for the animal unearthed some human bones! It was established that every Saturday before shutting up shop the barber would offer to shave a foreign student for free. He would put the unsuspecting young man in a tip-back seat and then cut his throat. The victim was immediately rushed down to the cellar, where the pastry-cook took delivery of him, cut him up, and added the requisite seasoning. For which the pies were famed, ‘especially as human flesh is more delicate because of the diet,’ old Dubreuil comments facetiously. The two wretched fellows were burned with their pies, the house was ordered to be demolished, and in its place was built a kind of expiatory pyramid, with the figure of the dog on one of its faces. The pyramid was there until 1861. But this is where the story takes another turn and joins the very best of black comedy. For the considerable number of ecclesiastics who had unwittingly consumed human flesh were not only guilty before God of the very venial sin of greed; they were automatically excommunicated! A grand council was held under the aegis of several bishops and it was decided to send to Avignon, where Pope Clement VI resided, a delegation of prelates with a view to securing the rescindment if not of the Christian interdiction against cannibalism then at least of the torments of hell that faced the inadvertent cannibals. The delegation set off, with a tidy sum of money, bare-footed, bearing candles and singing psalms. But the roads of that time were not very safe and doubtless strewn with temptation. Anyway, the fact is that Clement VI never saw any sign of the penitents, and with good reason.

Where to stash your organizational risk? Lately, I’m increasingly hearing folks reference the idea of organizational debt. This is the organizational sibling of technical debt, and it represents things like biased interview processes and inequitable compensation mechanisms. These are systemic problems that are preventing your organization from reaching its potential. Like technical debt, these risks linger because they are never the most pressing problem. Until that one fateful moment when they are. Within organizational debt, there is a volatile subset most likely to come abruptly due, and I call that subset organizational risk. Some good examples might be a toxic team culture, a toilsome fire drill, or a struggling leader. These problems bubble up from your peers, skip-level one-on-ones,16 and organizational health surveys. If you care and are listening, these are hard to miss. But they are slow to fix. And, oh, do they accumulate! The larger and older your organization is, the more you’ll find perched on your capable shoulders. How you respond to this is, in my opinion, the core challenge of leading a large organization. How do you continue to remain emotionally engaged with the challenges faced by individuals you’re responsible to help, when their problem is low in your problems queue? In that moment, do you shrug off the responsibility, either by changing roles or picking powerlessness? Hide in indifference? Become so hard on yourself that you collapse inward? I’ve tried all of these! They weren’t very satisfying. What I’ve found most successful is to identify a few areas to improve, ensure you’re making progress on those, and give yourself permission to do the rest poorly. Work with your manager to write this up as an explicit plan and agree on what reasonable progress looks like. These issues are still stored with your other bags of risk and responsibility, but you’ve agreed on expectations. Now you have a set of organizational risks that you’re pretty confident will get fixed, and then you have all the others: known problems, likely to go sideways, that you don’t believe you’re able to address quickly. What do you do about those? I like to keep them close. Typically, my organizational philosophy is to stabilize team-by-team and organization-by-organization. Ensuring any given area is well on the path to health before moving my focus. I try not to push risks onto teams that are functioning well. You do need to delegate some risks, but generally I think it’s best to only delegate solvable risk. If something simply isn’t likely to go well, I think it’s best to hold the bag yourself. You may be the best suited to manage the risk, but you’re almost certainly the best positioned to take responsibility. As an organizational leader, you’ll always have a portfolio of risk, and you’ll always be doing very badly at some things that are important to you. That’s not only okay, it’s unavoidable.