A Quote by Eli Broad

The inability to delegate is one of the biggest problems I see with managers at all levels. — © Eli Broad
The inability to delegate is one of the biggest problems I see with managers at all levels.
One of my biggest problems in life has been my inability to lie.
Managers are not confronted with problems that are independent of each other, but with dynamic situations that consist of complex systems of changing problems that interact with each other. I call such situations messes. Problems are extracted from messes by analysis. Managers do not solve problems, they manage messes.
We find that the manager, particularly at senior levels, is overburdened with work. With the increasing complexity of modern organizations and their problems, he is destined to become more so. He is driven to brevity, fragmentation, and superficiality in his tasks, yet he cannot easily delegate them because of the nature of his information.
The only way to handle big business is to delegate, delegate, delegate.
Ego is one of the biggest weapons that is used to take us down. It's self-destructive. It's a problem on all levels - even regular people can have big ego problems.
Umpires, like players, are expected to show constant improvement each season and at each level. Inconsistent plate work and the inability to handle situations are probably the two biggest problems that minor league umpires face.
Managers tend to blame their turnover problems on everything under the sun, while ignoring the crux of the matter: people don't leave jobs; they leave managers.
The world's biggest problems are the world's biggest market opportunities. And that's a huge thing. Solve hunger, literacy and energy problems, get the gratitude of the world and become a billionaire in the process.
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.
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.
Actually, the inability of any society to resist immigration, the inability to find other solutions to the problem of employment at the lower, more physical, and menial levels of the economic process, is a serious weakness, and possibly even a fatal one, in any national society. The fully healthy society would find ways to meet those needs out of its own resources.
Maybe other managers would see their team score one goal and then prefer to go back and counter-attack, then try to score the second goal. A lot of those managers are the best managers at the moment, but for me, it's very important to continue the way I play.
You can delegate authority, but you cannot delegate responsibility.
One of the biggest challenges we face today is finding managers who can sense and respond to rapid shifts, people who can process new information very quickly and make decisions in real time. It's a problem for the computer industry as a whole - and not just for Dell - that the industry's growth has outpaced its ability to create managers.
The whole enterprise of teaching managers is steeped in the ethic of data-driven analytical support. The problem is, the data is only available about the past. So the way we've taught managers to make decisions and consultants to analyze problems condemns them to taking action when it's too late.
[Facebook and Twitter] aren't the real problems in the office. The real problems are what I like to call the M&Ms, the Managers and the Meetings.
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