A Quote by Christie Hefner

You can't delegate turning a company around. — © Christie Hefner
You can't delegate turning a company around.
The only way to handle big business is to delegate, delegate, delegate.
You can delegate a lot of things, but you can't delegate PRAYER. I'd rather have one GOD idea than a thousand GOOD ideas.
Delegate it to the manager. You have this really good staff that will take care of everything for you. You just have to delegate it and trust it.
To scale your business, you need to delegate responsibilities to others and establish a strong company culture.
You can delegate authority, but you cannot delegate responsibility.
Don't be a bottleneck. If a matter is not a decision for the President or you, delegate it. Force responsibility down and out. Find problem areas, add structure and delegate. The pressure is to do the reverse. Resist it.
I say, "This is my objective" and when I stick to it, I succeed. When I deviate, I'm in trouble. Do what you do best and delegate the rest. There are things I do better than others, and there are things I'm horrible at and I delegate those.
As you get bigger, you have to learn to delegate. It's also an excellent way to get staff involved in the company's operations.
Government is necessary, but the only rights we can delegate to government are the ones we possess. For example, we all have a natural right to defend ourselves against predators. Since we possess that right, we can delegate authority to government to defend us. By contrast, we don't have a natural right to take the property of one person to give to another; therefore, we cannot legitimately delegate such authority to government.
One reason leaders don't delegate is they haven't been sufficiently clear with the team regarding their vision and key priorities - so that the team understands where the firm is going. If everyone is on the same page, it's a lot easier to delegate effectively.
When you delegate tasks, you create followers. When you delegate authority, you create leaders.
Some of the best ideas throughout the company's evolution have been from places all throughout the company whether it's an engineer or someone on the customer support team. Just different areas around the company.
I'm involved in everything from a nutraceutical company to a pharmaceutical company to a medical device company. My whole world revolves around health, and I feel it's my responsibility, in a way, and I say it this way, and I don't take this lightly.
When we first started, I had the time to personally live every project. As I continue to build the company, I've learned much better ways to delegate and let the executive team run. It's just as exciting for me to see the executives succeed as it is the artists.
All around us, algorithms provide a kind of convenient source of authority: an easy way to delegate responsibility, a short cut we take without thinking.
I always had a very strong sense of responsibility, so the minute I started to work in fashion, I was always tremendously serious-too much sometimes. Of course, you can make a lot of mistakes in this job-I still do-but you need to limit them as much as possible. When you're responsible for such a huge company, you cannot play too much. In the beginning, I was working 20 hours per day and I was going crazy. I learned that I needed to delegate and to trust the people around me, but there is still not one element that I don't see or edit or discuss with my people.
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