A Quote by Ricardo Semler

The key to management is to get rid of the managers. — © Ricardo Semler
The key to management is to get rid of the managers.
I would hope that American managers-indeed, managers worldwide-continue to appreciate what I have been saying almost from day one: that management is so much more than exercising rank and privilege, that it is much more than "making deals." Management affects people and their lives.
All that self-control stuff, I tried all that stuff from analysts. I went everywhere to these guys, every kind of anger-management, psychologist, psychiatrist. 'Get rid of my temper, get rid of my temper.' And there was only one guy who just said, 'I don't think this is related to, uh, issues. I think there has got to be something wrong.'
There is a growing subculture of barefoot runners, people who got rid of their shoes. And what they have found uniformly is you get rid of the shoes, you get rid of the stress, you get rid of the injuries and the ailments.
I love the ability to work with very good managers, and to provide the right incentives for them, and truly become a partner with that management, and make that management take a long view.
Mutual fund managers want your money in their funds. They get paid based on assets under management.
It's all about communication and a dialogue between individuals - get rid of the labels, get rid of the shame, get rid of the stigmas and just be your most authentic self.
You pass a program and get people dependent on it, making it brutal to get rid of. The key is not letting it get started.
I'm someone who takes on information quite well, so there's maybe a path into management. But I see what successful managers have to go through to get to that level - it's a completely different ball game - so I think I'll cross that bridge when I get there.
We have tried everything to get rid of suffering. We have gone everywhere to get rid of suffering. We have bought everything to get rid of it. We have ingested everything to get rid of it. Finally, when one has tried enought, there arises the possibility of spiritual maturity with the willingness to stop the futile attempt to get rid of it and, instead, to actually experience suffering. In that momentous instant, there is the realization of that which is beyond suffering, of that which is untouched by suffering. There is the realization of who one truly is.
We need to get rid of bullying. We need to get rid of abuse. We need to get rid of harassment. We need to get rid of the casting couch. Instead, we need to build the bench.
Our wisdom is all mixed up with what we call our neurosis. Our brilliance, our juiciness, our spiciness, is all mixed up with our craziness and our confusion, and therefore it doesn’t do any good to try to get rid of our so-called negative aspects, because in that process we also get rid of our basic wonderfulness. We can lead our life so as to become more awake to who we are and what we’re doing rather than trying to improve or change or get rid of who we are or what we’re doing. The key is to wake up, to become more alert, more inquisitive and curious about ourselves.
I think guilt is directional. You should get rid of it, but the way to get rid of it is not to get rid of the guilt feelings. It is to get rid of the wrong that you did that caused the guilt feelings.
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.
Get rid of IRS; get rid of income tax; get rid of spending.
Even if you can't get rid of the heat, as long as you can get rid of bother with the heat, your body is always on a cool terrace. Even if you can't get rid of poverty, as long as you can get rid of the sadness of poverty, your mind always lives in a comfortable abode.
You can teach all sorts of things that improve the practice of management with people who are managers. What you cannot do is teach management to somebody who is not a manager, the way you cannot teach surgery to somebody whose not a surgeon.
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