Generally, management of many is the same as management of few. It is a matter of organization. And to control many is the same as to control few. This is a matter of formations and signals.
One day I'd have 20 points, the next day two points. I was dribbling the ball off my leg. I couldn't understand why. The media started asking me, 'Is this because you are a new dad?' I didn't want to blame my son. There are plenty of people in much worse situations, and they make it work. I have to do that, too.
Dartmoor proper consists of that upland region of granite, rising to nearly 2,000 feet above the sea, and actually shooting above that height at a few points, which is the nursery of many of the rivers of Devon.
Change management is kind of a weird concept to me. We can' t control events any more than we can control the weather. But we control how we deal with it and we can control the opportunities that these moments of change create.
I'm saying with very few exceptions nothing lasts forever, and among those exceptions, no work or thought of man is numbered.
We have, during his regime, during President Obama's regime, we've doubled our national debt. We're up to $20 trillion.
Control and surrender have to be kept in balance. That's what surfers do - take control of the situation, then be carried, then take control. In the last few thousand years, we've become incredibly adept technically. We've treasured the controlling part of ourselves and neglected the surrendering part.
If you have to control people, you have to have an administrative force that does it. So in U.S. industry, even more than elsewhere, there's layer after layer of management - a kind of economic waste, but useful for control and domination. And the same is true in universities.
It's hard to be taken seriously by anybody above the age of 18 or 20 or something when you're doing a social media tour.
The main reason why historians have skated over the relationship of Victorian PMs with the press is that they haven't been looking for it. It takes a lecturer in media studies such as Paul Brighton to point out that media management was part of the job of a Victorian prime minister.
Antonio Pena, the founder of AAA, and I worked together in 2002/2003. I have worked with the Pena family for years. I am the longest-reigning non-Mexican Mega Champion.
I think that no one, or very few, are born as good presenters. It's a skill that you learn. The key is the 10/20/30 rule: 10 slides given in 20 minutes using no font smaller than 30 points. If people just adhered to this rule, they would double or triple the quality of their presentations.
I really think that in the media world that we live in now, especially for writers, it has to be a conversation. With very few exceptions, it can't be this one-way, 'Here I am on the mountaintop preaching to all of you great unwashed readers in hopes of saving you.' It doesn't work that way.
When I'm in management meetings when we're deciding my future, those decisions are left up to me. I'm the one who has to go out and fulfill all these obligations, so I should be able to choose which ones I do or not. That's the part of my life where I feel most in control.
In my experience, with very few exceptions - I am, as it happens, one of the exceptions - the one thing that most editors don't want to do is edit. It's not nearly as conducive to a successful career as having lunch out with important agents or going to meetings where you get noticed.
In any culture, subculture, or family in which belief is valued above thought, and self-surrender is valued above self-expression, and conformity is valued above integrity, those who preserve their self-esteem are likely to be heroic exceptions.