A Quote by John Kao

I would argue that the management of creativity requires a skill set that's relatively different from the traditional management skill set that is appropriate to a large, complex, industrial-era organization.
The management of creativity is more intimate. By that I mean that it deals with an individual's personal, psychological landscape. It deals with the way you create relationships. It deals with creating an atmosphere and environment that support the creative process. As a result, it is a management skill set that is inherently psychological and that encourages desired outcomes rather than demands those outcomes.
The skill sets it takes to be a successful entrepreneur, a successful marketer, or a relevant celebrity is a different skill set than you needed ten years ago, even though that was the skill set that mattered for decades.
I think on a stage in front of thousands of people is a wildly invigorating and amazing experience, and it requires a certain skill set; then being in the studio, and being curled up in the fetal position under the piano, that requires another skill set.
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.
You have to have some form of talent. Getting to a skill-set when you can do something is achievable. Getting to a skill-set when you can do it an elite level is a different thing.
The first myth of management is that it exists. The second myth of management is that success equals skill.
The skill set that lets you be alone in your pyjamas for two years writing a book is not the same skill set that lets you go on television shows like 'The View' or 'Late Night With Jimmy Fallon.'
There is no vice or folly that requires so much nicety and skill to manage as vanity; nor any which by ill management makes so contemptible a figure.
There has to be active, hands-on management in concert with the manager to lead the organization and make sure that the standards that we set for the organization as a whole are being lived up to.
One of the management imperatives in the '90s is managing diversity. Whatever the organization, when the constituents of that organization look at the board and management staff, they need to find themselves.
First lead [in a movie] requires a different approach like trying not to give it all away in the first scene. It is a skill, a learned skill.
In my experience, the skill of success breaks down into three things. The skill of marketing. The skill of sales. And the skill of leadership.
Management of many is the same as management of few. It is a matter of organization.
Time management is really personal management, life management. and management of yourself.
A true master will not deceive an able disciple. You are hampered by the limits you set and no limit can be set on skill.
We are also fortunate in being in quite a sheltered environment, in terms of people moving on to do other things, because there are relatively few companies in Scotland that are looking for the skill set that we've developed.
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