A Quote by Horst Schulze
Employees who are controlled cannot respond caringly, you need superior knowledge and real leadership, not management. Because of this we specifically developed a selection process for leaders; we don't hire managers.
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To successfully respond to the myriad of changes that shake the world, transformation into a new style of management is required. The route to take is what I call profound knowledge, knowledge for leadership of transformation.
The debate can be put in the form of the question: Resolved, that the best of money managers cannot be demonstrated to be able to deliver the goods of superior portfolio-selection performance. Any jury that reviews the evidence, and there is a great deal of relevant evidence, must at least come out with the Scottish verdict: Superior investment performance is unproved.
Leaders have followers, managers have employees. Managers make widgets, leaders make change.
Creationists argue that natural selection is only a negative process, and therefore cannot create anything. Chopra argues that skepticism is only a negative process, and therefore does not lead to knowledge. Both are wrong for the same reasons. They ignore the generation of diversity and new ideas upon which natural selection and skepticism acts. Weeding out the unfit is critical to both - natural selection allows evolution to proceed, and skepticism allows science to advance.
We are superior to the competition because we hire employees who work in an environment of belonging and purpose. We foster a climate where the employee can deliver what the customer wants. You cannot deliver what the customer wants by controlling the employee.
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 central problem of management is how spontaneous interaction of people within a firm, each possessing only bits of knowledge, can bring about the competitive success that could only be achieved by the deliberate direction of a senior management that possesses the combined knowledge of all employees and contractors
We call it the 'Rule of Crappy People'. Bad managers hire very, very bad employees, because they're threatened by anybody who is anywhere near as good as they are.
The only beef Enron employees have with top management is that management did not inform employees of the collapse in time to allow them to get in on the swindle. If Enron executives had shouted, "Head for the hills!" the employees might have had time to sucker other Americans into buying wildly over-inflated Enron stock. Just because your boss is a criminal doesn't make you a hero.
You can teach all sorts of things that improve the practice of management with people who are managers. What you cannot do is teach management to somebody who is not a manager, the way you cannot teach surgery to somebody whose not a surgeon.
We hire military veterans because they make great employees. They bring proven technical and leadership skills. They understand teamwork, and they're adaptable. Bottom line, hiring veterans is good for business.
There are no reluctant leaders. A real leader must really want the job. . . . If you find the need for a leader and have to coax or urge your selection, you'll be well advised to pass him over. He's not the man you need.
I am certain that Gadi Lesin's abilities and the experience he accumulated during his sixteen years in a variety of general management roles in Strauss Group in and outside of Israel will enable him, together with group management and all managers and employees of Strauss, to continue to take the group forward to further success.
As for the employees, the payment in stock options revives, somewhat ironically, the old anarchist ideology of self-management of the company, as they are co-owners, co-producers, and co-managers of the firm.
My curiosity, alas, is not the kind that can be satisfied by objective knowledge. Plato said that opinion is worthless and that only knowledge counts, which is a neat formulation. ... But melancholy Danes from the northern mists understand that opinion is all there is. The great questions transcend fact, and discourse is a process of personality. Knowledge cannot respond to knowledge. And wisdom? Is it not opinion refined, opinion killed and resuscitated upward? Maybe Plato would have agreed with this.
Leadership experts and the public alike extol the virtues of transformational leaders - those who set out bold objectives and take risks to change the world. We tend to downplay 'transactional' leaders, whose goals are more modest, as mere managers.
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