A Quote by Chesley Sullenberger
You know, I think when people are in important positions in big organizations, they often get tied up with the minutia of managing money, managing things. They often forget that people deserve to be led.
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Everyone is against micro managing but macro managing means you're working at the big picture but don't know the details.
Basically, managing is about influencing action. Managing is about helping organizations and units to get things done, which means action. Sometimes, managers manage actions directly. They fight fires. They manage projects. They negotiate contracts.
Being a showrunner is doing a bit of everything. It's not just writing. It's also management: managing actors, managing producers, managing a crew, being kind to people, being a good boss, observing deadlines.
Managing risk is a key variable, frankly, all aspects of life, business is just one of them, and one of the things that most people do in terms of managing risk, that's actually bad thinking, is they think they can manage risk to zero. Everything has some risk to it. You know, you drive your car down the street, a drunk driver may hit you. So what you're doing is you're actually trying to get to an acceptable level of risk.
I've often heard people say that managing creative people is the hardest thing in the world. 'They're never happy, they drive up the cost of things, blah blah blah.' I just manage people the way I always wanted to be managed. That is, to be creatively challenged, but never to be told what to do.
I think the mental preparation isn't something that you can work on in one large sum. It has to be a collective collaboration of doing little things for your mental state constantly throughout the prep and managing your life outside the Octagon, managing your life in transit to the Octagon, managing your life once you get to training.
You must acquire the habits and skills of managing a small amount of money before you can have a large amount. Remember, we are creatures of habit and, therefore, the habit of managing your money is more important than the amount.
I've considered myself a writer since I was 7 years old, but I've done a lot of jobs along the way. I enjoyed waiting tables and tending bar during college, especially when it got busy, so I might like managing a big restaurant. In fact, I might like managing many kinds of businesses or organizations.
Since I'm a mother and a wife, I have to have passion or the frustration would win out. But I love managing people. The product is second to managing the people. And marketing to consumers is so challenging because it is evolving constantly.
Self-managing is Job One. Have a vision and a mission. Surround yourself with talented people. Rely on effective coaching, not managing of employees.
Among the many things that profoundly impress me about the Dalai Lama, quite high up on the list is his ability to say "I don't know". I've often wished that other people in prominent positions wouldn't feel the compulsion to have an answer for everything and would feel equally free to say "I don't know." It's a sign of wisdom to know that you don't know and a sign of stupidity to think that you know everything. I admire it enormously in him, and wonder why so few people in leading positions reach that stage.
A big part of managing is managing defeats and assessing where you are. It's making sure that you prepare a group of players and that you create an environment that is a competitive one but that is also a realistic one.
I have often noticed that the need for cash and the production of a masterpiece just don't coincide with me. Money will hit me at a big off-period and genius will hit me in starvation, that is, I often get the money when I don't think I deserve it and have been lolling around for days and days thinking the most abysmal thoughts.
Often you find actors have big hearts; they're quite emotional people. Talking to actors who date other actors, and talking to people who deal with other actors, they often get emotionally caught up in lots of different things. They often wear their hearts on their sleeves. They feel things quite a lot - often to the nth degree, which I can imagine could make it quite difficult to date some of us. I think it's about having an emotional availability that you can kind of draw on. But I'm also searching for that. I'll be searching for the answer to that question for the rest of my life.
When you come into a creativity-driven environment, things are very different and there is the danger that a traditional managerial mind-set could even do damage. That is because managing creative teams and people is very different from managing the factory worker/foreman relationship.
No one in his right mind would walk into the cockpit of an airplane and try to fly it, or into an operating theater and open a belly. And yet they think nothing of managing their retirement assets. I've done all three, and I'm here to tell you that managing money is, in its most critical elements even more demanding than the first two.
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