Many managers feel, somewhat cynically, that people are being paid to do their jobs and that's that. This attitude reflects an insensitivity to people that is a trademark of many hockey-style managers.
Strong managers who make tough decisions to cut jobs provide the only true job security in today's world. Weak managers are the problem. Weak managers destroy jobs.
Managers tend to blame their turnover problems on everything under the sun, while ignoring the crux of the matter: people don't leave jobs; they leave managers.
Managers get interviewed for jobs, but I think it should be the managers who are interviewing the chairman.
I think there are probably too many hedge fund managers in the world, as well as active fund managers. The hedge fund industry is very efficient. We see a lot of hedge funds open and a lot close. It's very binary. You either succeed or fail in the hedge fund world. If you succeed, the amount the managers make it beyond most people's wildest dreams of wealth.
A lot of people don't trust the pitch. There's this kind of reputation it has for being untrustworthy and fickle and capricious and everything else, and those are words that big league managers and general managers and organizations aren't too fond of.
When managers are afraid of redemptions, they get liquid. We all saw how many managers went from leveraged long in 2007 to huge net cash in 2008, when the right thing to do in terms of value would have been to do the opposite.
We're all flawed, but basically, effective managers are people whose flaws are not fatal under the circumstances. Maybe the best managers are simply ordinary, healthy people who aren't too screwed up.
There are only two kinds of managers. Winning managers and ex-managers.
Many American TV actors employ agents, managers, business managers, publicists and stylists, and are now adding digital media manager to the list. Their job is to reach out to the fans, managing websites, Twitter feeds, Facebook and Wikipedia.
If you have managers reporting to managers in a startup, you will fail. Once you get beyond startup, if you have managers reporting to managers, you will create politics.
I have played for many clubs, and for many managers, and been through many highs and lows. But one thing has never changed. And that's the feeling of scoring a goal.
There aren't many English managers, I suppose, who've had the sort of career that I've had, outside the country. With the amount of money that is going around in the Premier League, not many people are tempted to move abroad.
People quit managers, not jobs.
There are a lot of good managers out of work because there are only so many jobs out there, and if you get it wrong two jobs running, it's hard to get a third one. That's generally the rule.
When managers overdo micromanaging of others, they probably hired the wrong people or failed to give them a clear idea of what each one is to accomplish. I prefer to train employees to be self-managers, just as in an orchestra each performer knows his or her role without being micromanaged.
As a whole, the managers today are different in temperament. Most have very good communication skills and are more understanding of the umpire's job. That doesn't mean they are better managers. It just means that I perceive today's managers a bit differently.