A Quote by Steve Bruce
For any Geordie, if you can't manage to play for Newcastle, then to get back and manage them it's something special.
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When you're dealing with 25 men, all with different needs, some with egos, you need to manage that. If you can manage that group you get the best out of them.
History reports that the men who can manage men manage the men who can manage only things, and the men who can manage money manage all.
I would play in any number shirt for Newcastle United, but the No 9 at Newcastle is something very special and I've always wanted to wear it. I mentioned it to the manager, he mentioned it to Les and Les has been very kind and given it to me.
If you can hire people whose passion intersects with the job, they won't require any supervision at all. They will manage themselves better than anyone could ever manage them. Their fire comes from within, not from without. Their motivation is internal, not external.
If you manage Newcastle, you have to deal with the consequences.
How do we professionally manage content? We don’t. We shouldn’t manage content in the same way that we shouldn’t manage technology. Content and technology are merely a means to an end. What is the end? The end is the task the customer wishes to complete. That is what we should manage.
The reason you come to manage Newcastle is to be in front of 50-odd thousand every week, even if you might get a bit of stick along the way.
A very strong player can manage and can just know how to manage a thousand positions. I get it; it's a very arbitrary number. So then you have the world champion who could do more. But, again, any increase in numbers creates, sort of, a new level of playing. And then you go to the very top, and the difference is so minimal, but it does exist. So even a few players who never became world champion, like Vassily Ivanchuk, for instance, I think they belong to the same category.
Now what I do is I manage that decision. And I teach them in the book how - know what decision to make and then how to manage those decisions. It's a very - it's a personal growth book [Today Matters]; that's what it is.
The spokesman at Newcastle, unfortunately, was mainly me. I had to manage the football club.
You can't manage time, you actually only manage what you do during time. So the management issue is not so much about time, it's more about how do you manage your focus, how do you manage your actions and your activities in terms of what you do.
No, only disappointment in myself on those occasions I didn't manage to rise to the occasion as I felt I should've done. I can always see how to do it, and then the challenge is, Can I manage that each and every day?
One way to boost our will power and focus is to manage our distractions instead of letting them manage us.
Monopolistic capitalism is to blame for this; it sunders the right to own property from responsibility that owning property involves. Those who own only a few stocks have no practical control of any industry. They vote by postcard proxy, but they have rarely even seen "their" company. The two elements which ought to be inextricably joined in any true conception of private property - ownership and responsibility - are separated. Those who own do not manage; those who manage; those who manage and work do not control or own.
Manage by objectives. Tell people exactly what you want them to do and then get out of their way.
Odinary people don't have a feeling of being loved by the people who manage to get into positions of leadership. They get in there, they make a lot of money, and then they play games with us.
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