A Quote by Anita Roddick
One of the most intriguing things in management and in business is the role of storytelling - people need the anecdotes to do the work that they do.
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Executives run organizations. In business, we need executives who have clarity, people who are in touch with themselves. Then, in leadership and management positions, they can be good role models and leaders. The people I know who have really moved their organizations are scrupulous role models. They are so clear about honesty, integrity, openness, mutual self-respect, dignity for the individual, and creativity, that they don't deviate from these principles at all in their behavior.
The criteria [to take or refuse the role] is that I would love to have some kind of dialogue or communication with the director. I need to understand that we can communicate and that we like communication. That's something I have to have a strong feeling about. Secondly, I have to find the script intriguing or interesting. I don't have to understand the whole script, but I do have to find it intriguing. If those two things are present, that would probably be a yes.
What we call a financial crisis is really at its core a crisis of management, and not just a crisis of management, but a crisis of management culture. ...In other words, what you had is a detachment of people who know the business from people who are running the business.
Given the central role of effective, firmwide risk management in maintaining strong financial institutions, it is clear that supervisors must redouble their efforts to help organizations improve their risk-management practices...We are also considering the need for additional or revised supervisory guidance regarding various aspects of risk management, including further emphasis on the need for an enterprise-wide perspective when assessing risk.
When things go wrong, the standard management strategy is to decide who takes the blame. This should be an underling, as far down the chain as possible, but preferably with some visibility so people know management means business.
I think in Russia, there's a lot of storytelling and anecdotes.
Most of us are not pure self-starters; most people need role models, they need coaches, they need exemplars, they maybe need some discipline or some rewards. We need to be motivated.
The problem with most failing businesses is not that their owners don?t know enough about finance, marketing, management, and operations - they don?t, but those things are easy enough to learn - but that they spend their time and energy defending what they think they know. My experience has shown me that the people who are exceptionally good in business aren?t so because of what they know but because of their insatiable need to know more.
The general systems of money management today require people to pretend to do something they can't do and like something they don't. It's a funny business because on a net basis, the whole investment management business together gives no value added to all buyers combined. That's the way it has to work. Mutual funds charge two percent per year and then brokers switch people between funds, costing another three to four percentage points. The poor guy in the general public is getting a terrible product from the professionals.
Coaching was always intriguing to me as a kid. Watching 'Monday Night Football' with my dad and hearing him talk through the game management and watching the Tom Landrys and Don Shulas on the sideline was more intriguing to me than watching Troy Aikman or Dan Marino throw the ball.
I like playing characters that are complex, that are intriguing, that come from left field, that do things that are unexpected. I don't like people who just follow one line and that's it - that's why I could never be in a sitcom, I don't think. They're not intriguing enough for me.
The late W. Edwards Deming, guru of Quality management, once declared, 'The most important things we need to manage can't be measured.' If that’s true of what we need to manage, it should be even more obvious that it’s true of what we need to teach.
In America, we need to develop communitywide structures of democratic ownership, we need to work out cooperative development, we need to work out participatory management, we need new ecological strategies developed at the local city, state, regional level.
I think stupidity in business is really an interesting thing. What winds up happening is a disconnect between your company's strategic management and then your more applied on-the-street management. I guarantee with you that the board of directors of most companies has no idea what the costs of hiring people really is in the HR department.
Anecdotes don't make good stories. Generally I dig down underneath them so far that the story that finally comes out is not what people thought their anecdotes were about.
A healthy society rests on three pillars: business, government and civil society, or non-profits. Each has a distinct and important role to play, and all three need to work together synergistically to create the most value for society.
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