A Quote by Steven Fink

When I wrote my first book, Crisis Management: Planning for the Inevitable, it was endorsed by the American Management Association, and consequently was read by America's top corporate leaders, and overnight put me in high demand as a consultant and as a speaker. Also, that book forever changed the way businesses look at and deal with crises by giving a tangible feel to an otherwise intangible subject.
I immediately went out and bought a book on anger management. And now I have that book, and I don't know if I'll get to the book. But I'm certainly excited about the day where I can't find the book, and I get to say, 'Where the hell is my anger management book?!'
I finished reading High Output Management by Andrew Grove, which had such valuable insights for leaders that I've been forcing managers at Duolingo to read the book.
Companies that do not actively practice, study, and plan for crisis communications - as well, of course, crisis management - are doomed to fail when a crisis befalls them. Crises are, in a word, inevitable, and those macho companies that think, "it can't happen here," or if it does, "I can handle it," will suffer the hardest failures.
What we call a financial crisis is really at its core a crisis of management, and not just a crisis of management, but a crisis of management culture. ...In other words, what you had is a detachment of people who know the business from people who are running the business.
The first book I wrote was The Bride Price which was a romantic book, but my husband burnt the book when he saw it. I was the typical African woman, I'd done this privately, I wanted him to look at it, approve it and he said he wouldn't read it.
By all indications, American business leaders are more adept at creating business strategies than they are skilled at human capital management. American entrepreneurs are world-beaters when it comes to creating new businesses, and corporate managers are adept at using the latest marketing, financial, and technological practices.
Whatever a writer gets paid for his book, it's never enough. I think that's true. It's hard work. But in the end, you wrote a book. It's something real and tangible that sits on a shelf forever.
We live in a world where the laws are getting so tight that management has changed to micro-management to quantum-management to paralysis.
I spend most of my career as a management consultant, a businessman working with family-owned small and medium-sized businesses. The businesses that make up the core of our economy.
Management did not emanate from nature. Management is not a tree: it's a television set. Somebody invented it. It doesn't mean it's going to work forever. Management is great. Traditional notions of management are great if you want compliance. But if you want engagement, self-direction works better.
I wrote my first full book when I was fourteen, and that was 'Obernewtyn.' It was also the first book I had published. It was accepted by the first publisher I sent it to, and it was short listed for Children's Book of the Year in the older readers category in Australia.
Many think of management as cutting deals and laying people off and hiring people and buying and selling companies. That's not management, that's deal making. Management is the opportunity to help people become better people. Practiced that way, it's a magnificent profession.
I appreciate your giving my book -- and in no small way, me -- a chance. To thank you, I really wanted to acknowledge all of you in the book. Unfortunately, I didn't have enough room for each name. So I've put in a code name that stands for all of you reading this book. The name is 'Mom.' It will be our little secret. So when you see 'Mom' in the acknowledgments, you'll know I'm really talking about you. And don't let my mother try to tell you otherwise.
As a pastor and as a dad, I want my son to know I tell the truth. He can read the book. He knows if I exaggerated or if I didn't. My son is forever gonna believe that I'm an honest person or I'm a liar by what I wrote in that book, because he can read.
Freud wrote a book on the essence of humor, but he didn't know what he was talking about. Max Eastman wrote a book, The Enjoyment of Laughter, that was a much better book, but nobody bothered to read it.
At 31, I decided to learn how to read and, at 32, read my first book: Lee Iacocca's autobiography. Ten years later, with my friend Larry 'Smokey' Genta, I wrote my first book, which was my proudest accomplishment.
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