Top 1200 Great Managers Quotes & Sayings - Page 2

Managers used to say, 'I have a gut feeling.' Do you know what a gut feeling is for a professional manager? It's a pattern that they recognize. But if your system can recognize that pattern, if it's not just a couple of managers who know that pattern, then the system's gut feeling can tell you which way to go. That's really liberating.

Insecure managers create complexity. Frightened, nervous managers use thick convoluted planning books and busy slides filled with everything they’ve known since childhood……. They worry that if they’re simple, people will think they’re simple minded. In reality, of course, it’s just the reverse. Clear, tough minded people are the most simple.

There are so many clubs with great squads, good managers, good financial situations that allows them to sign good players.

Pep is a great manager who sees football in another way. He lives football and breathes football. The way he thinks about the game is completely different to other managers.

Obviously the chance to work with Rafa, there's not really a better situation I could be in. He's great. He takes his time with you. One-on-ones, he'll stay out after training for another hour if you need it. He's been one of the best managers I've had.

Great managers know they don't have 10 salespeople working for them. They know they have 10 individuals working for them . A great manager is brilliant at spotting the unique differences that separate each person and then capitalizing on them.

'Ruined' was a play which was somewhat of an anomaly in that I did not take a commission until it was finished because I really wanted to explore the subject matter unencumbered. Otherwise, I felt as though I'd have the voice of dramaturges and literary managers saying, 'This is great, but we'll never be able to produce it.'

Congratulations offer more potential than cash. The amount of available cash is limited, but managers have an unlimited supply of congratulations. It's important to pay people fairly, but managers also should heap on congratulations and feed people's souls.

Great is Youth--equally great is Old Age--great are Day and Night. Great is Wealth--great is Poverty--great is Expression-great is Silence.

I believe that the behavior of too many of our corporations investment bankers and fund managers has jeopardized some of the trust that investors have had. It's not the economic engine that we need to focus on, but the need to make sure that our investors receive their fair share of the returns that that great economic system produces.

Museums are managers of consciousness. They give us an interpretation of history, of how to view the world and locate ourselves in it. They are, if you want to put it in positive terms, great educational institutions. If you want to put it in negative terms, they are propaganda machines.

Because we weren't having success finding a CEO, our investors insisted that we hire these managers a temporary CEO and CFO. That didn't go great.

Not only do you need great lyrics, a great message, a great story, great vocals, great chords... you also need great instrumentation, great editing, great sonics, great mixing, and great mastering. It all comes together to make something truly great, and I think each element combines together to create a powerful impact on the consumer.

Since Jimmy Carter, religious fundamentalists play a major role in elections. He was the first president who made a point of exhibiting himself as a born again Christian. That sparked a little light in the minds of political campaign managers: Pretend to be a religious fanatic and you can pick up a third of the vote right away. Nobody asked whether Lyndon Johnson went to church every day. Bill Clinton is probably about as religious as I am, meaning zero, but his managers made a point of making sure that every Sunday morning he was in the Baptist church singing hymns.

The debate can be put in the form of the question: Resolved, that the best of money managers cannot be demonstrated to be able to deliver the goods of superior portfolio-selection performance. Any jury that reviews the evidence, and there is a great deal of relevant evidence, must at least come out with the Scottish verdict: Superior investment performance is unproved.

We have great managers who havent spent a day in management school. Do we have great surgeons that havent spent a day in surgical school?

The first time I found out that 'Boo'd Up' went platinum, I was handed the plaque. They really surprised me. I thought we were gold, and then Mustard and my managers brought the plaque to my rehearsals and told me. I was like, 'You are lying!' Like, I couldn't believe it. I'm just honored, honestly. It's a great feeling.

An interesting difference between new and experienced stage managers is that the new stage manager thinks of running the show as the most difficult and most demanding part of the job, whereas the experienced stage manager thinks of it as the most relaxing part. Perhaps the reason is that experienced stage managers have built up work habits that make then so thoroughly prepared for the production phase that they [can] sit back during performances to watch that preparation pay off.

For managers to win the treble isn't easy.

One skill of a great entrepreneur is to get a whole complicated discussion and then say, 'We're going to do this one and we're only going to do this one'. Managers are good at prioritizing. Entrepreneurs know what is the one thing.

Metallica lives in a little bubble. We just do our own thing. We're not part of any trends or waves or fads. We can just do our own thing, all the time. It's a great luxury. I don't think we were really appreciative of it until recently, and really understood that it is what keeps us alive. It's great to be able to have the freedom to run around and do all this crazy stuff, and at all cost, avoid making another record, just to piss our managers off.

Guardiola is one of the best managers in the world.

I love the Premier League, the quality of the players, the quality of the coaches. There are great challenges. But there are arms and legs flying off managers down there.

Liverpool has always had speculation about managers, players, players coming, players going and it's the same as managers. That's part of being part of a big club, you always have that type of thing.

The important word there is inspire. The key difference between managers and leaders is that managers tell people what to do, while leaders inspire them to do it. Inspiration comes from three things: clarity of one's vision, courage of their conviction and the ability to effectively communicate both of those things.

I've done it the correct way with the coaching badges. I have done watching the games, I have done listening to managers, I have done travelling around Europe watching other managers train, I have done a bit of TV work to help with analysis.

Give serious thought to why your company should care about your strategy. Specifically, find problems that the board wants to be solved. What are senior managers scared of? Part of becoming a credible strategic thinker is learning effective approaches to selling ideas for your situation. You’ll know that you’re getting better at selling (or pitching) strategy when managers start coming to you when there is strategic thinking to be done.

Managers are responsible for setting workplace policies under which teachers can succeed. Managers are responsible for negotiating contracts that create the conditions under which teachers can succeed.

It's easy to identify many investment managers with great recent records. But past results, though important, do not suffice when prospective performance is being judged. How the record has been achieved is crucial.

Managers are never appreciated when they're in the job.

Self-dealing, essentially, occurs when managers run companies to line their own pockets instead of those of the companies' owners. It's been a perennial problem in American capitalism and became a real dilemma when America moved toward a model in which corporations would be run by professional managers who had only small ownership stakes.

Serving and helping are great things, but we can go too far. Managers should not adopt poor performers. Colleagues should not cover for each other's mistakes. Parents should not enable their children.

I love celebrities, and I love the concept of fame, but it took me getting fame to realize that it doesn't exist, which was kind of a bummer. Fame is great if you're not famous, because it seems like this elusive impossible dream world. And it's not. It's a fancy word that managers and producers make up so they can keep hawking you for more money.

Look to the Premier League. Are there any black managers? Look at the Italian league? Are there any black managers? The list goes on.

One might think of investment managers as astronomers and CEOs as astronauts. The two roles are radically different with distinct personality traits. Like astronomers, investment managers tend to be introverted, skeptical, and very analytical. CEOs, like astronauts, are the exact opposite, typically being extroverts, optimists, and, well, leaders.

Good managers have a bias for action.

Congress has all sorts of rules, hedge fund managers, private equity managers, executives, movie stars, fall into that allow them to escape or defer into the future not paying their taxes. And if you can defer your tax into the future, it's the best deal in the world, because you don't just get to eat your cake and have it too. You get to eat your cake and have a bigger cake.

Renowned management guru Peter F.Drucker looked back at his 65-year consulting career shortly before he died. He concluded that great leaders could either be 'charismatic or dull' or 'visionary or numbers-orientated,' but the most inspiring and effective managers he knew all had said we rather than I.

The Four Keys of Great Managers: When selecting someone, they select for talent ... not simply experience, intelligence or determination. When setting expectations, they define the right outcomes ... not the right steps. When motivating someone, they focus on strengths ... not on weaknesses. and When developing someone, they help him find the right fit ... not simply the next rung on the ladder.

JPMorgan Chase are among the most successful global investment banks, most successful global asset managers, and, in the United States, one of the most successful retail and commercial bankers. We do a great job for customers.

Italian managers don't enjoy themselves at all.

All the managers in the world are here to win games.

Personally, I'm a fan of valets and managers.

In the minds of great managers, consistent poor performance is not primarily a matter of weakness, stupidity, disobedience, or disrespect. It is a matter of miscasting.

High level policy makers and program managers do not normally listen to the voices of local people, local providers and local program managers when they make decisions about contraceptive introduction or other aspects of program development in reproductive health.

These two staples of work life - meetings and managers - are actually the greatest causes of work not getting done at the office. In fact, the further away you are from both meetings and managers, the more work gets done.

You need good staff with their own opinions - Mick Jones has been a great No 2 as he's not a yes-man - but at the end of the day the buck stops with you and the good managers are the ones who make more good decisions than bad.

There is too great a tendency (perhaps encouraged by popular journalism) to deal with the dramatic moments, forgetting that these are not always the most significant moments. ... To find the significant rather than the dramatic features of industrial controversy, of a disagreement in regard to policy on board of directors or between managers, is essential to integrative business policies.

It is not great talents or great learning or great preachers that God needs, but men great in holiness, great in faith, great in love, great in fidelity, great for God.

I would hope that American managers-indeed, managers worldwide-continue to appreciate what I have been saying almost from day one: that management is so much more than exercising rank and privilege, that it is much more than "making deals." Management affects people and their lives.

The outside-in discipline requires that you have an explicit customer-based reason for everything you do in the marketplace. Managers need to create what I call "customer pictures," verbal descriptions of customers that highlight the key customer characteristics and make those customers come alive. Although managers never know as much about customers as they want and need to know, the outside-in discipline requires that they construct customer pictures anyway, basing the pictures on whatever hard data they have plus hypotheses and intuition.

It's a great story for us whenever an entrepreneur makes a crazy amount of money and we get to tell the world about it. For the entrepreneur? Not so much. Hitherto unknown relatives, entrepreneurs seeking angel investments, money managers and supposed baby-mamas all come out of the woodwork with dollar signs in their eyes.

Managers are not confronted with problems that are independent of each other, but with dynamic situations that consist of complex systems of changing problems that interact with each other. I call such situations messes. Problems are extracted from messes by analysis. Managers do not solve problems, they manage messes.

The number of managers with great track records in a given market depends far more on the number of people who started in the investment business (in place of going to dental school), rather than on their ability to produce profits.

I don't like having managers.

Young English managers don't get enough time, young black managers aren't given enough time, there are a lot of reasons why.

Managers are already voracious consumers of theory. Every time they make a decision or take action, it's based on some theory that leads them to believe that action will lead to the right result. The problem is, most managers aren't aware of the theories they're using, and they often use the wrong theories for the situation.

I think all managers have to be so demanding.

The lower the rank of managers, the more they know about fewer things. The higher the rank of managers, the less they know about many things.

People would be a lot more skeptical if they understood that there is an incredible amount of chance in the results that you observe for active managers. So the distribution of outcomes is enormously wide - but that's exactly what you'd expect by chance with lots of active managers who hold imperfectly diversified portfolios. The really good portfolios contain a lot of really lucky picks, and the really bad portfolios contain a lot of really unlucky picks as well as some really bad ones.