A Quote by Neeme Jarvi
I am still very proud of that concert. In America, the (musicians') connection with the conductor is as with management - it becomes political. You cannot conduct properly in this environment. I hate this enemy situation between management and orchestra members.
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The great myth is the manager as orchestra conductor. It's this idea of standing on a pedestal and you wave your baton and accounting comes in, and you wave it somewhere else and marketing chimes in with accounting, and they all sound very glorious. But management is more like orchestra conducting during rehearsals, when everything is going wrong.
We have overwhelming evidence that available information plus analysis does not lead to knowledge. The management science team can properly analyse a situation and present recommendations to the manager, but no change occurs. The situation is so familiar to those of us who try to practice management science that I hardly need to describe the cases.
I think it's a very important collaboration between the conductor and the orchestra - especially when the conductor is one more member of the orchestra in the way that you are leading, but also respecting, feeling and building the same way for all the players to understand the music.
It's different for people who have not seen a symphony conductor conduct from a chair. I feel very connected to the orchestra in a way that a conductor sometimes does not feel. I think it's more visceral.
Time management is really personal management, life management. and management of yourself.
Management must speak with one voice. When it doesn't management itself becomes a peripheral opponent to the team's mission.
Good money management alone isn't going to increase your edge at all. If your system isn't any good, you're still going to lose money, no matter how effective your money management rules are. But if you have an approach that makes money, then money management can make the difference between success and failure.
A lot of people think the orchestra is playing and the conductor doesn't do very much, but the conductor's the person that gives shape to the music, gets the phrasing, and if he has really fine musicians in solo spots, the question is does he try to help them phrase, or does he let them go?
There's nothing worse than working with an orchestra who looks down on working with a conductor who doesn't want to conduct for you. You need to be with an orchestra that can follow you and respect you.
Let me say that I've never thought to conduct because the conductor has to think to the music before the orchestra. And the orchestra comes later. For me, it's terrible.
We live in a world where the laws are getting so tight that management has changed to micro-management to quantum-management to paralysis.
When I wear the hat of management, it is important that our management behaves and conducts as management accountable to the board.
And at the same time, I had my very first concert at the age of 16. I hadn't heard a symphony orchestra before, and I was so deeply impressed I said I have to be a conductor.
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.
The essence of investment management is the management of risks, not the management of returns.
When management owns stock, then rewarding the shareholders becomes a first priority, whereas when management simply collects a paycheck, then increasing salaries becomes a first priority.
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