A Quote by Jim McDonough
When I moved into management, it was all about managing people and keeping them motivated - I didn't use sales metrics to drive my business. Now, everything comes from the numbers.
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I used to think my job as a CEO meant managing metrics and meeting goals, but I've realised now that's it's about managing my board and employees.
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.
We live in a culture that's been hijacked by the management consultant ethos. We want everything boiled down to a Power Point slide. We want metrics and 'show me the numbers.' That runs counter to the immensely complex nature of so many social, economic and political problems. You cannot devise an algorithm to fix them.
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.
Hard numbers tell an important story; user stats and sales numbers will always be key metrics. But every day, your users are sharing a huge amount of qualitative data, too - and a lot of companies either don't know how or forget to act on it.
I know a few CEOs who delegate the understanding of their financials and their business metrics to the CFO, and then stop worrying about all that 'numbers stuff.' Don't do that. You have to know your numbers inside and out - they are your life blood.
We'd all like to be in the business where we don't have to report our numbers, too. You're dealing with a Netflix and an Amazon that don't have to report their viewership. They're not sharing those numbers, so how do you work with a creative entity to renegotiate future seasons when nobody has metrics?
The worst thing that ever happened to writing is that it became a business, The purpose of business is to make money, and to achieve that end it is necessary to please as many people as possible, to amuse them, to entertain them - in short, to do everything that will help increase the volume of sales.
I ask people what they do in sales, how much money they made last year, what their cost of sales is, and they don't even know. If you don't know your numbers, you're going out of business. I don't care how good your product is.
The whole idea of juicing is good if you are trying to diet and use it in limited basis. I use juice drinks only once a week. I use emulsified drinks because in emulsification you are keeping everything. You are keeping the pulp, you are keeping the skin with all of the phytonutrients.
Football management is about managing people.
Sales management is the most critical - and underappreciated - role in the sales force. Companies struggle to find something powerful to train sales managers on.
Your typical business just measures the metrics that have to do with the profitability of the business one way or another. But you can have metrics that measure employee happiness and the morale. You can also do direct customer surveys; you can track it over time. You can do supplier satisfaction scores as well.
There is the GIS world that is largely managing authoritative data sources, supporting geocentric workflows like fixing roads, making cities more livable through better planning, environmental management, forest management, drilling in the right location for oil, managing assets and utilities.
Ibotta represents the future of how mobile technology will be used to drive both in-store and online sales. Not only does Ibotta allow retailers to drive sales directly in store, but it also allows them to see what type of media engagement has the largest effect on resulting customer purchases.
When I moved from Armenia to L.A., I moved to North Kingsley Drive. That was my street, that's where I grew up and I saw everything there. I started skateboarding there. I witnessed homelessness, the poor, you know, I noticed gangs. I learned about friendship.
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