A Quote by Adrian Gostick

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. — © Adrian Gostick
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.
I think corporate managers should learn to be better investors because it would make them better managers.
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.
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.
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 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.
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.
There are only two kinds of managers. Winning managers and ex-managers.
Managers get interviewed for jobs, but I think it should be the managers who are interviewing the chairman.
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.
Managers will tell people what to do, whereas leaders will inspire them to do it, and there are a few things that go into the ability to inspire.
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.
If you have managers reporting to managers in a startup, you will fail.
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.
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.
But referees have to remember there is a reason managers are being nice to them - we're hoping that it just might make the difference when there is a borderline decision.
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