Top 1001 Managers Quotes & Sayings

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.

I think there are probably too many hedge fund managers in the world, as well as active fund managers. The hedge fund industry is very efficient. We see a lot of hedge funds open and a lot close. It's very binary. You either succeed or fail in the hedge fund world. If you succeed, the amount the managers make it beyond most people's wildest dreams of wealth.

I think corporate managers should learn to be better investors because it would make them better managers.

We like people with the potential to be leaders of leaders, not managers of managers.

Hedge fund managers charge so much more than mutual fund managers; alpha is even harder to come by. They end up selling a variety of things beyond mere outperformance.

As a whole, the managers today are different in temperament. Most have very good communication skills and are more understanding of the umpire's job. That doesn't mean they are better managers. It just means that I perceive today's managers a bit differently.

Stop being conned by the old mantra that says, 'Leaders are cool, managers are dweebs.' Instead, follow the Peters Principle: Leaders are cool. Managers are cool too!

Most of the managers are lifetime .220 hitters. For years pitchers have been getting these managers out 75% of the time and that's why they don't like us.

Liverpool has always had speculation about managers, players, players coming, players going and it's the same as managers. That's part of being part of a big club, you always have that type of thing.

High level policy makers and program managers do not normally listen to the voices of local people, local providers and local program managers when they make decisions about contraceptive introduction or other aspects of program development in reproductive health.

Active investment is a zero-sum game. Passive managers don't play the game. They buy something resembling the market as a whole, or some segment of the market, and they don't respond to the actions of active managers.

Managers should understand there are some simple things they can do tomorrow that will make a big difference in their culture, but so few managers do them.

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 lower the rank of managers, the more they know about fewer things. The higher the rank of managers, the less they know about many things.

These two staples of work life - meetings and managers - are actually the greatest causes of work not getting done at the office. In fact, the further away you are from both meetings and managers, the more work gets done.

We're all flawed, but basically, effective managers are people whose flaws are not fatal under the circumstances. Maybe the best managers are simply ordinary, healthy people who aren't too screwed up.

Empowerment is what managers do to people. Engagement is what managers do with people.

I've done it the correct way with the coaching badges. I have done watching the games, I have done listening to managers, I have done travelling around Europe watching other managers train, I have done a bit of TV work to help with analysis.

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.

There are no managers like there used to be managers.

I'm not proud of this at all, but I'm someone who has relied on business managers and accountants and career managers to run the whole bureaucratic side of my life for the last 16 years, so anything, from filing tax returns to paying credit card statements, is something that I feel rather fortunate to have been out of the loop on.

Congress has all sorts of rules, hedge fund managers, private equity managers, executives, movie stars, fall into that allow them to escape or defer into the future not paying their taxes. And if you can defer your tax into the future, it's the best deal in the world, because you don't just get to eat your cake and have it too. You get to eat your cake and have a bigger cake.

Great managers recognize that there is no one way to manage. You may have to be 10 different managers to get the best out of your team.

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.

If you have managers reporting to managers in a startup, you will fail.

If you have managers reporting to managers in a startup, you will fail. Once you get beyond startup, if you have managers reporting to managers, you will create politics.

When managers overdo micromanaging of others, they probably hired the wrong people or failed to give them a clear idea of what each one is to accomplish. I prefer to train employees to be self-managers, just as in an orchestra each performer knows his or her role without being micromanaged.

When managers are afraid of redemptions, they get liquid. We all saw how many managers went from leveraged long in 2007 to huge net cash in 2008, when the right thing to do in terms of value would have been to do the opposite.

A lot of people don't trust the pitch. There's this kind of reputation it has for being untrustworthy and fickle and capricious and everything else, and those are words that big league managers and general managers and organizations aren't too fond of.

Give serious thought to why your company should care about your strategy. Specifically, find problems that the board wants to be solved. What are senior managers scared of? Part of becoming a credible strategic thinker is learning effective approaches to selling ideas for your situation. You’ll know that you’re getting better at selling (or pitching) strategy when managers start coming to you when there is strategic thinking to be done.

In the modern corporation the decisive power, that of the managers , is derived from no one but the managers themselves controlled by nobody and nothing and responsible to no one. It is in the most literal sense unfounded, unjustified, uncontrolled and irresponsible power.

We played a whole season unbeaten but you did not see me every week jumping on the tables. Once it's over it's over and you do in the next one as well as you can. Plenty of managers who have won the Champions League will not be considered great managers.

Young English managers don't get enough time, young black managers aren't given enough time, there are a lot of reasons why.

General managers - I like to talk about the 'golden gut': general managers that not only can have a sense for the players that are going to perform beyond what people expect and get team chemistry right, but they also have to be able to make trades.

Many American TV actors employ agents, managers, business managers, publicists and stylists, and are now adding digital media manager to the list. Their job is to reach out to the fans, managing websites, Twitter feeds, Facebook and Wikipedia.

Look to the Premier League. Are there any black managers? Look at the Italian league? Are there any black managers? The list goes on.

We have a terrific team, and our managers are terrific managers, but we have made it too complicated for them and too complicated in a way that they just can't do an excellent job in many cases when it comes to the customer experience.

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 weve taught managers to make decisions and consultants to analyze problems condemns them to taking action when its too late.

Congratulations offer more potential than cash. The amount of available cash is limited, but managers have an unlimited supply of congratulations. It's important to pay people fairly, but managers also should heap on congratulations and feed people's souls.

Leaders have followers, managers have employees. Managers make widgets, leaders make change.

Insecure managers create complexity. Frightened, nervous managers use thick convoluted planning books and busy slides filled with everything they’ve known since childhood……. They worry that if they’re simple, people will think they’re simple minded. In reality, of course, it’s just the reverse. Clear, tough minded people are the most simple.

Managers used to say, 'I have a gut feeling.' Do you know what a gut feeling is for a professional manager? It's a pattern that they recognize. But if your system can recognize that pattern, if it's not just a couple of managers who know that pattern, then the system's gut feeling can tell you which way to go. That's really liberating.

One might think of investment managers as astronomers and CEOs as astronauts. The two roles are radically different with distinct personality traits. Like astronomers, investment managers tend to be introverted, skeptical, and very analytical. CEOs, like astronauts, are the exact opposite, typically being extroverts, optimists, and, well, leaders.

Strong managers who make tough decisions to cut jobs provide the only true job security in today's world. Weak managers are the problem. Weak managers destroy jobs.

As a result of overdiversification, their (active managers) returns get watered down. Diversification covers up ignorance. Active managers haven't done enough research into any of their companies. If managers have 200 positions, do you think they know what's going on at any one of those companies at this moment?

Managers get interviewed for jobs, but I think it should be the managers who are interviewing the chairman.

I'm making a case against how money managers are handling customers' money. The objective of the customer is not being met if the fund managers are diversifying their assets into hundreds of businesses. If they do this, they are typically performing close to the indexes. But that's not the way wealth is created.

Bad sales managers push two buttons: 'more' and 'panic.' Great sales managers have one more button to push: the 'how'.

Managers are already voracious consumers of theory. Every time they make a decision or take action, it's based on some theory that leads them to believe that action will lead to the right result. The problem is, most managers aren't aware of the theories they're using, and they often use the wrong theories for the situation.

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.

I would hope that American managers-indeed, managers worldwide-continue to appreciate what I have been saying almost from day one: that management is so much more than exercising rank and privilege, that it is much more than "making deals." Management affects people and their lives.

A lot of camps and summer programs for kids seem to have discovered that among the most valuable things they offer is what they don't offer. No Wi-Fi. No grades. No hovering parents or risk managers or parents who parent like risk managers.

It's good that we have good managers like Jose Mourinho and Arsene Wenger in this countr,y but I think we should be trying to send out some of our managers to other countries to help not just the development of themselves but the leagues over here. It can enhance their careers.

Many managers feel, somewhat cynically, that people are being paid to do their jobs and that's that. This attitude reflects an insensitivity to people that is a trademark of many hockey-style managers.

Managers are responsible for setting workplace policies under which teachers can succeed. Managers are responsible for negotiating contracts that create the conditions under which teachers can succeed.

There are only two kinds of managers. Winning managers and ex-managers.

A managed democracy is a wonderful thing... for the managers... and its greatest strength is a 'free press' when 'free' is defined as 'responsible' and the managers define what is 'irresponsible'.

Self-dealing, essentially, occurs when managers run companies to line their own pockets instead of those of the companies' owners. It's been a perennial problem in American capitalism and became a real dilemma when America moved toward a model in which corporations would be run by professional managers who had only small ownership stakes.

You need to be very critical of yourself. There are a few very good managers who can make players better individually. Most managers think about the team process - and so you have to improve things on your own.

The important word there is inspire. The key difference between managers and leaders is that managers tell people what to do, while leaders inspire them to do it. Inspiration comes from three things: clarity of one's vision, courage of their conviction and the ability to effectively communicate both of those things.