A Quote by Frank Rijkaard

Being a manager is kneading people. — © Frank Rijkaard
Being a manager is kneading people.
A manager sets objectives - A manager organizes - A manager motivates and communicates - A manager, by establishing yardsticks, measures - A manager develops people.
A manager's task is to make the strengths of people effective and their weakness irrelevant - and that applies fully as much to the manager's boss as it applies to the manager's subordinates.
You could summarize everything I did at Apple was making tools to empower creative people. 'QuickDraw' empowered all these other programmers to now be able to sling stuff on the screen. The 'Window Manager,' 'Event Manager,' and 'Menu Manager.' Those are things that I worked on that were empowering other people.
I've decided I don't want to be a manager. Every time you try to be responsive to your employees, they say you're being reactive and not proactive. And when you try to be proactive, they accuse you of being capricious and arbitrary. So I don't wanna be a manager.
There are a lot of parallels between being a mutual fund manager and being a general manager. Both in the financial markets and in baseball, we're dealing with a world where uncertainty reigns. We're trying to predict the future performance of human beings. It's a fundamental difficulty for which we both have to account.
Being president of the University of California is like being manager of a cemetery: there are many people under you, but no one is listening
We look at 'Kneading Dough' as a brand that stands for athletes being empowered to have a conversation about finances, about what they're going to do post-career, what they think about when they're not competing in their sport, what they're investing in.
You can have Guardiola as a manager, you can have Koeman as a manager, anybody as a manager, but the players inside the white lines win the game.
My dad was always my manager as far as I was concerned, even when I had another manager. At times he let me go with someone else who he thought could take me to another level when he couldn't, and he was right. But they were in it for another reason. He was in it because he wanted to see me succeed no matter what, and he made decisions based on being a dad as opposed to a manager.
Baseball is a simple game. If you have good players, and you keep them in the right frame of mind, the manager is a success. The players make the manager. It's never the other way. Managing is not running, hitting, or stealing. Managing is getting your players to put out one hundred percent year after year. A player does not have to like a manager and he does not have to respect a manager. All he has to do is obey the rules. Talent is one thing. Being able to go from spring to October is another. You just got caught in a position where you have no position.
I ended up meeting my manager because my sister was a receptionist at a management company. My manager is actually my same manager that I have today. That's how it started. I worked my way.
I try to remind people, whether you have a growth manager or a value manager, you're going to go through cycles where you think you have a village idiot.
The manager administers; the leader innovates. The manager has a short-range view; the leader has a long-range perspective. The manager asks how and when; the leader asks what and why. The manager has his eye on the bottom line; the leader has his eye on the horizon. The manager accepts the status quo; the leader challenges it.
Being a manager is about getting into the minds of the people you represent.
That is the difference from being a manager and being a player: As a player, if you sign a contract for four years, if you want to be there for four years, you are. But as a manager, it always depends on the sack. You are always under pressure.
Whenever people say things about me, it always comes back to Liverpool - but I cannot just become 'the former manager.' I am a professional football manager.
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