Baseball is a simple game. If you have good players, and you keep them in the right frame of mind, the manager is a success. The players make the manager. It's never the other way. Managing is not running, hitting, or stealing. Managing is getting your players to put out one hundred percent year after year. A player does not have to like a manager and he does not have to respect a manager. All he has to do is obey the rules. Talent is one thing. Being able to go from spring to October is another. You just got caught in a position where you have no position.
A big part of managing a golf course is managing your swing on the course. A lot of guys can go out and hit a golf ball, but they have no idea how to manage what they do with the ball. I've won as many golf tournaments hitting the ball badly as I have hitting the ball well.
Year after year after year, people write books about managing innovation or about leadership, for example, without ever going through the pain of saying, "This kind of leadership will cause this result in these circumstances and a very different result in those circumstances." This is academic malpractice of the worst kind.
If you look to lead, invest at least 40% of your time managing yourself - your ethics, character, principles, purpose, motivation, and conduct. Invest at least 30% managing those with authority over you, and 15% managing your peers.
A big part of managing is managing defeats and assessing where you are. It's making sure that you prepare a group of players and that you create an environment that is a competitive one but that is also a realistic one.
I think the mental preparation isn't something that you can work on in one large sum. It has to be a collective collaboration of doing little things for your mental state constantly throughout the prep and managing your life outside the Octagon, managing your life in transit to the Octagon, managing your life once you get to training.
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.
Howard Shore, who's an amazing film composer, told me once that it's 10 percent inspiration, 90 percent perspiration. So I think even within the creative process, like being a producer, you're really managing people and getting the best out of them.
Stop managing your time. Start managing your focus.
Here's what peak oil is - it's not running out. It's that you no longer can produce more, and more, and more, year after year. World oil production has been going up about 1.8-2 percent per annum for decades. And that's what the world economy got attuned to.
A lot of people don't realize that about 98 percent of the running I put in is anything but glamorous: 2 percent joyful participation, 98 percent dedication! It's a tough formula. Getting out in the forest in the biting cold and the flattening heat, and putting in kilometer after kilometer.
I wanted to make a record that people could put on year after year after year, and it would never feel dated.
And, for me, there is a passion in managing or coaching, whether it is working on a training ground or dealing with a 16-year-old who has a problem I can help him out with. I get quite a buzz from that.
A big part of managing a golf course is managing your swing on the course.
Since I'm a mother and a wife, I have to have passion or the frustration would win out. But I love managing people. The product is second to managing the people. And marketing to consumers is so challenging because it is evolving constantly.
That more women are getting involved in politics - either by running for office, managing campaigns or voting - is a great thing.