Top 1200 Great Managers Quotes & Sayings

I've always admired great football managers, and Sir Alex Ferguson had so much success.

There are no managers like there used to be managers.

Maybe other managers would see their team score one goal and then prefer to go back and counter-attack, then try to score the second goal. A lot of those managers are the best managers at the moment, but for me, it's very important to continue the way I play.

We're all flawed, but basically, effective managers are people whose flaws are not fatal under the circumstances. Maybe the best managers are simply ordinary, healthy people who aren't too screwed up.

I think corporate managers should learn to be better investors because it would make them better managers.

We played a whole season unbeaten but you did not see me every week jumping on the tables. Once it's over it's over and you do in the next one as well as you can. Plenty of managers who have won the Champions League will not be considered great managers.

I'm lucky to have played for some great managers who can be positive influences on how I work at Watford.

As a result of overdiversification, their (active managers) returns get watered down. Diversification covers up ignorance. Active managers haven't done enough research into any of their companies. If managers have 200 positions, do you think they know what's going on at any one of those companies at this moment?

Managers are to information as alcoholics are to booze. They consume enormous amounts, constantly crave more, but have great difficulty in digesting their existing intake.

Stop being conned by the old mantra that says, 'Leaders are cool, managers are dweebs.' Instead, follow the Peters Principle: Leaders are cool. Managers are cool too!

I think there are probably too many hedge fund managers in the world, as well as active fund managers. The hedge fund industry is very efficient. We see a lot of hedge funds open and a lot close. It's very binary. You either succeed or fail in the hedge fund world. If you succeed, the amount the managers make it beyond most people's wildest dreams of wealth.

Berbatov is a great talent, there is no question about that, and as coaches and managers we demand more from great talents.

General managers - I like to talk about the 'golden gut': general managers that not only can have a sense for the players that are going to perform beyond what people expect and get team chemistry right, but they also have to be able to make trades.

The whole enterprise of teaching managers is steeped in the ethic of data-driven analytical support. The problem is, the data is only available about the past. So the way weve taught managers to make decisions and consultants to analyze problems condemns them to taking action when its too late.

I'm not proud of this at all, but I'm someone who has relied on business managers and accountants and career managers to run the whole bureaucratic side of my life for the last 16 years, so anything, from filing tax returns to paying credit card statements, is something that I feel rather fortunate to have been out of the loop on.

Most of the managers are lifetime .220 hitters. For years pitchers have been getting these managers out 75% of the time and that's why they don't like us.

I'm very content to have great management and a great label. But for me, success started when my managers came to me and told me, 'Go ahead and quit your job.' I told them, 'As long as I don't have to wash dishes anymore, I'm good.'

It's good that we have good managers like Jose Mourinho and Arsene Wenger in this countr,y but I think we should be trying to send out some of our managers to other countries to help not just the development of themselves but the leagues over here. It can enhance their careers.

One of the biggest challenges we face today is finding managers who can sense and respond to rapid shifts, people who can process new information very quickly and make decisions in real time. It's a problem for the computer industry as a whole - and not just for Dell - that the industry's growth has outpaced its ability to create managers.

Football is a team sport. I'm proud of what I achieved in my career, but I also know that I wouldn't have achieved any of it without the support of my team-mates. I played with great players, great managers, and in great teams.

Hedge fund managers charge so much more than mutual fund managers; alpha is even harder to come by. They end up selling a variety of things beyond mere outperformance.

Empowerment is what managers do to people. Engagement is what managers do with people.

I've played with great players and worked with great managers; I've learned a lot from all of them.

I've been so fortunate in life to have worked for such great organizations, with great owners and general managers and all the great players, along with the support of my family.

Bad sales managers push two buttons: 'more' and 'panic.' Great sales managers have one more button to push: the 'how'.

There are only two kinds of managers. Winning managers and ex-managers.

You need to be very critical of yourself. There are a few very good managers who can make players better individually. Most managers think about the team process - and so you have to improve things on your own.

All the great organizations have great managers at all levels who recognize where their culture is getting stronger and where it is getting weaker. There are always reasons why.

Managers should understand there are some simple things they can do tomorrow that will make a big difference in their culture, but so few managers do them.

Manchester United was a club with great traditions, traditions where they tended to pick British managers. That tradition has now gone.

Many fine coaches never become great managers.

Managers tend to blame their turnover problems on everything under the sun, while ignoring the crux of the matter: people don't leave jobs; they leave managers.

I'm making a case against how money managers are handling customers' money. The objective of the customer is not being met if the fund managers are diversifying their assets into hundreds of businesses. If they do this, they are typically performing close to the indexes. But that's not the way wealth is created.

Guardiola, Zidane, who's doing a great work, Tite, also doing a great job in the national team, Simeone. These are managers I would like to work with some day.

All resources are not obvious; great managers find and develop available talent.

A lot of camps and summer programs for kids seem to have discovered that among the most valuable things they offer is what they don't offer. No Wi-Fi. No grades. No hovering parents or risk managers or parents who parent like risk managers.

When you are young, you always want to improve, to work with great managers - and Arsene Wenger is one of the best in the world.

Many American TV actors employ agents, managers, business managers, publicists and stylists, and are now adding digital media manager to the list. Their job is to reach out to the fans, managing websites, Twitter feeds, Facebook and Wikipedia.

Trees and soils can absorb carbon dioxide released by fossil fuel burning. It would be great to subsidize responsible farmers and forest managers.

Many managers feel, somewhat cynically, that people are being paid to do their jobs and that's that. This attitude reflects an insensitivity to people that is a trademark of many hockey-style managers.

Women occupy, in great masses, the 'household tasks' of industry. They are nurses but not doctors, secretaries but not executives, researchers but not writers, workers but not managers, bookkeepers but not promoters.

Good managers ensure good outcomes, but great leaders can deliver a vision by getting people to work together.

Leaders have followers, managers have employees. Managers make widgets, leaders make change.

If you have managers reporting to managers in a startup, you will fail. Once you get beyond startup, if you have managers reporting to managers, you will create politics.

As a whole, the managers today are different in temperament. Most have very good communication skills and are more understanding of the umpire's job. That doesn't mean they are better managers. It just means that I perceive today's managers a bit differently.

Strong managers who make tough decisions to cut jobs provide the only true job security in today's world. Weak managers are the problem. Weak managers destroy jobs.

When managers are afraid of redemptions, they get liquid. We all saw how many managers went from leveraged long in 2007 to huge net cash in 2008, when the right thing to do in terms of value would have been to do the opposite.

We like people with the potential to be leaders of leaders, not managers of managers.

When managers overdo micromanaging of others, they probably hired the wrong people or failed to give them a clear idea of what each one is to accomplish. I prefer to train employees to be self-managers, just as in an orchestra each performer knows his or her role without being micromanaged.

If you have managers reporting to managers in a startup, you will fail.

The whole enterprise of teaching managers is steeped in the ethic of data-driven analytical support. The problem is, the data is only available about the past. So the way we've taught managers to make decisions and consultants to analyze problems condemns them to taking action when it's too late.

It remains true that great managers recognize individualities and focus on developing strengths rather than weaknesses. Great leaders, in sharp contrast, recognize what is (or could be) shared in common - a vision, a dream, a mission, whatever - and inspire others to join them in the given enterprise.

In the modern corporation the decisive power, that of the managers , is derived from no one but the managers themselves controlled by nobody and nothing and responsible to no one. It is in the most literal sense unfounded, unjustified, uncontrolled and irresponsible power.

A lot of people don't trust the pitch. There's this kind of reputation it has for being untrustworthy and fickle and capricious and everything else, and those are words that big league managers and general managers and organizations aren't too fond of.

We have a terrific team, and our managers are terrific managers, but we have made it too complicated for them and too complicated in a way that they just can't do an excellent job in many cases when it comes to the customer experience.

Great managers recognize that there is no one way to manage. You may have to be 10 different managers to get the best out of your team.

Managers get interviewed for jobs, but I think it should be the managers who are interviewing the chairman.

Active investment is a zero-sum game. Passive managers don't play the game. They buy something resembling the market as a whole, or some segment of the market, and they don't respond to the actions of active managers.

A managed democracy is a wonderful thing... for the managers... and its greatest strength is a 'free press' when 'free' is defined as 'responsible' and the managers define what is 'irresponsible'.

The best managers figure out how to get great outcomes by setting the appropriate context, rather than by trying to control their people.