A Quote by Steve Yzerman
I knew if I wanted to be a general manager, I was going to have to leave to work for another organization.
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My dad was always my manager as far as I was concerned, even when I had another manager. At times he let me go with someone else who he thought could take me to another level when he couldn't, and he was right. But they were in it for another reason. He was in it because he wanted to see me succeed no matter what, and he made decisions based on being a dad as opposed to a manager.
I finally gave up my little law practice and stayed home for about three years. You have to do what you can to keep the family going. But I wanted to get back to work. So I got another babysitter and went to work as an Assistant Attorney General.
I knew that I wanted to start my own business. I knew that I wanted to work for myself. I was no stranger to the word no. You just have to keep going.
I've always been very ambitious, and I always knew that I wanted something else. Cuba was a good start, but I knew I wasn't going to develop a real career, and I wanted to get closer to filmmakers that I wanted to work with.
I wanted the past to go away, I wanted to leave it, like another country; I wanted my life to close, and open like a hinge, like a wing, like the part of the song where it falls down over the rocks: an explosion, a discovery; I wanted to hurry into the work of my life; I wanted to know, whoever I was, I was alive for a little while.
Military organization, like religious organization, can be seen as a paradigm of organization in general.
The owner's job is to hire the general manager. The general manager's job is to run the hockey team.
The Lord has done what I wanted Him to do this week. I wanted, primarily, peace about going into pioneer Indian work. And as I analyze my feelings now, I feel quite at ease about saying that tribal work in South American jungles is the general direction of my missionary purpose.
A manager's most important work is helping the people doing the work. Give them a goal and let them work. Remove any impediments that get in their way. Do anything that make them more effective or productive. Then the organization can capitalize on the fruits of their work.
I always knew that I wanted to work and I knew I wanted to be a singer and an actor. I knew that every choice I made would help me get to that point. So the better the choices I made, the more of a chance I would have to get to where I wanted to be.
When I was a player, you only left the club if they wanted to get rid of you. That was your team - if you were at West Ham, you didn't leave until the manager wanted to replace you. You didn't think about playing for Arsenal or Chelsea.
If the manager thinks there is another player better than you, he is going to play, and this is the way. You have to try to improve and keep fighting and try to change the manager's mind.
It's hard to get money to support your [non-profit] organization if you have no evidence. It's very much like the acting business: You need an agent and manager so you can get a job to get resources, but you can't get an agent and a manager unless people see your work.
Coming into Pacifica I knew that I wanted whatever I was going to learn there, I knew I wanted to integrate that into my art no matter what.
In any bureaucratic organization there will be two kinds of people: those who work to further the actual goals of the organization, and those who work for the organization itself. Examples in education would be teachers who work and sacrifice to teach children, vs. union representative who work to protect any teacher including the most incompetent. The Iron Law states that in all cases, the second type of person will always gain control of the organization, and will always write the rules under which the organization functions.
In the back of my mind, I always knew I wanted to be in the sports representation business. Being an ex-player, I knew that those were the people I wanted to work with.
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