A Quote by Ivan Glasenberg
I thought if we could put our hard-working culture as traders into the asset management, it will be a great combination, and we did do that.
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Management did not emanate from nature. Management is not a tree: it's a television set. Somebody invented it. It doesn't mean it's going to work forever. Management is great. Traditional notions of management are great if you want compliance. But if you want engagement, self-direction works better.
I think there are probably too many asset management companies in the world, and I think the place to be is either big or small. The area where it is probably more difficult to be is in the middle ground, where you've got that cost of regulation, you've got the cost of buying your own research, you've got all the costs of running an asset management company without the benefits of a big income producing asset.
Our attitude toward cash generation and asset management came out of our own thought process. After we acquired a number of businesses we reflected on aspects of business. Our own conclusion was that the key was cash flow.
The one thing I will say is management is management. Culture is culture. You have to have a formula for those things. You have to believe in what you do and how you do it, but then you go to different environments and you have to be willing to adapt. You have to be willing to tweak things based on where you are.
It's just that when you heard hip-hop, no matter where you were, it was a culture that kind of made you want to try to be part of it. Whether you thought you were an artist, whether you thought you could be a DJ, whether you thought you could breakdance, or whether you thought you could rap. It was the kind of culture that had a lot of open doors.
Most of my life, everybody made more money than I did at the places I worked. In fact, when I've been an employee, I have never been anywhere close to being the highest paid person there, never. I was working hard. I was working hard. I was doing things I didn't want to do, that I thought I should do. I was getting up every day, going to work, did not phone in sick. Striving. Trying to get ahead, you know, doing what Obama says, working hard and applying myself and trying to get ahead. There was always somebody, there were always a lot of people that earned more than I did.
I knew I could play and I thought I could get away without working particularly hard because I could do stuff that other people couldn't.
I come from a pretty working-class neighborhood in Chicago. Hard work was just expected of you. It wasn't some noble thing you did; it was a prerequisite. It's what a man did. You get up, you put on your boots, and you work hard. We've lost a lot of that, I'm afraid.
Fixing culture is the most critical ? and the most di?cult ? part of a corporate transformation… In the end, management doesn’t change culture. Management invites the workforce itself to change the culture.
I try hard to always question myself and wonder, 'What could I have done better? What did I do wrong?' The culture at our company is to be self-critical, but you have to balance that as a leader with praise for your team.
We have never seen a sport as a business, and we have this great passion for football. QPR are not a trophy asset. If we had wanted a trophy asset, there were more glamorous clubs we could have bought.
I wish that our culture could retain the symbolism and emotional power of traditional religion while combining it with reason and science and using the combination to enhance our humanity rather than impoverishing it by choosing the one side or the other.
Over the years, I really focused on doing the best job I could, working hard, getting great results, and working with my teams.
I trained as hard as I could, I ran as much as I could, I sparred hard, I did everything right. I did everything I could possibly do at the age when I could fight. You have to be realistic; you can't say, 'Oh, I am smarter now, older and I can punch harder.' You think you can, but you can't.
We have got this tailspin of culture, in our inner cities in particular, of men not working and just generations of men not even thinking about working or learning the value and the culture of work, and so there is a real culture problem here that has to be dealt with.
Not only did Mao Zedong Thought lead us to victory in the revolution in the past; it is - and will continue to be - a treasured possession of the Chinese Communist Party and of our country. That is why we will forever keep Chairman Mao's portrait on Tiananmen Gate as a symbol of our country, and we will always remember him as a founder of our Party and state. Moreover, we will adhere to Mao Zedong Thought. We will not do to Chairman Mao what Khrushchev did to Stalin.
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