"El mejor ejecutivo es aquel que tiene suficiente sentido como para elegir a hombres buenos para hacer lo que desea que se haga, y suficiente autocontrol como para evitar entrometerse mientras ellos lo hacen."

A good executive knows how to pick the right people for the job and then has the patience to let them do their thing without interfering. Think of it this way: if you’re a manager, you need to trust your team. It's like being a coach who chooses the best players for each position and then steps back to let them play the game. Your job is to support them, not to micromanage every step they take.

This idea has been around for a while, but it’s really relevant today. Back in the day, around the early 1900s, people were just figuring out how to run large companies efficiently. It was around this time that you might have heard someone emphasizing the importance of delegating tasks and not getting in the way of the experts you’ve hired. Henry Ford, for example, was known for his revolutionary assembly line, but he also knew he needed skilled people to run it. He couldn’t be everywhere at once, nor did he need to be.

Let’s dive into a real-life example. Picture a tech startup. The founder, let’s call her Sarah, is a genius at coding but knows she isn’t the best at marketing or finance. She hires John, an experienced marketer, and Kelly, a sharp financial analyst. Now, Sarah’s instinct might be to hover and check every detail they handle because it’s her baby, after all. But she remembers the wisdom: she picked John and Kelly for their skills, so she needs to give them the space to shine. And guess what? By trusting them, the startup launches a brilliant marketing campaign and secures funding. Sarah’s restraint allows her team to excel, and the company benefits as a whole.

So, how can you apply this in your life? Start by hiring or working with people whose strengths complement your weaknesses. Look for their track record, skills, and how well they fit with your company culture. Once you’ve got your team, set clear expectations but resist the urge to micromanage. It’s tough, especially if you’re used to being hands-on, but try to focus on the bigger picture. Check in without hovering—ask how you can support them rather than telling them how to do their jobs.

Let’s talk about a relatable scenario. Imagine you’re organizing a charity event. You’ve got a team: a logistics expert, a fundraiser, and a PR person. You’re great at big ideas but not so much with the nitty-gritty details. You might feel tempted to oversee every aspect, but instead, you decide to trust your team’s expertise. You meet once a week to discuss progress and any issues. Because you give them room to take ownership, they feel valued and motivated. The event runs smoothly, raises more money than expected, and you’re not burnt out from trying to do everything yourself.

Remember, it’s all about balance. Trust the people you’ve chosen to work with. Guide them, support them, but don’t smother them. This approach not only helps your team feel empowered and valued but also frees you up to focus on what you do best. It's like tending a garden—plant the seeds, water them, and then let them grow. Don't dig them up every day to check if they're sprouting. Just let things take their course while you keep an eye on the bigger picture. That’s the secret to successful leadership.