Trust Executives Then Watch the Numbers

“'How do you want me to handle it?' He was still a new boy after all. 'Would you like a survey by telex or wait till I get back and report to you?' 'You will find half a million available at the bank/ I said. 'If you see anything worth buying, buy it/ This was the way I invariably trusted my executives. I believed they could do most things as well as I could, if not better, and I always avoided the mistake of kidding myself to the contrary. Reverting again to good old my”

“myself, from long experience, reckon invaluable. A man must not only know how to choose his executives, he must know how to delegate authority. Lack of this ability shows not only a lack of trust in the individuals them- selves but a failure to trust and back one's own judge- ment. Many of the business failures I have known about throughout my life have come about through this. A man who cannot delegate to others finds himself without the time or energy to concentrate on essential problems. Nor will he be able to take the kind of decisions that are active,”