Top 1001 Managers Quotes & Sayings - Page 14

Many organizations help businesses to stay on top of what's changing or likely to change. It's important for executives and managers who focus on a company's health coverage to stay up-to-speed on what's happening, and it's important for those in the C-suite to understand the changes to factor these new variables into their strategic planning calculus.

We expect our media to lead and open doors for our young talents. As we need creative engineers, doctors and managers, we also need creative journalists and media workers.

It's - the working class of San Francisco and the Bay Area is being pushed out of its old neighborhoods because of the skyrocketing cost of housing, and there's no real working class left because these are jobs for engineers and managers and designers - very smart people.

Managers’ typical response to my argument about free time is, ‘That’s all well and good, but there are things I have to do.’ Yet we waste so much time in unproductive activity—it takes an enormous effort on the part of the leader to keep free time for the truly important things.

First, as an owner of the club, you must choose a style of football. After that, you must find the managers that will work with the young players in your team in that style. After that, you must put a manager in the squad with the same mentality.

Women are running companies, serving as the human resource director of companies, and helping employees solve problems. Women are doctors, lawyers, teachers, sales managers, marketers. They handle problems in the workplace by day and manage their families by night.

Jose Mourinho is one of the best managers with whom I have worked. I had a chance not only to have him as a coach but as a colleague, a friend, a big brother. I had a chance to learn from him, and he was open to receiving advice from me as well, even though I think he knew it all.

The Macintosh having shipped, his next agenda was to turn the rest of Apple into the Mac group. He had perceived the rest of Apple wasn't as creative or motivated as the Mac team, and what you need to take over the company are managers, not innovators or technical people

Jobless workers, especially those out of work for months and years, don't have the skills to multitask in a fast-paced economy where medical workers need to know electronic record-keeping, machinists need computer skills, and marketing managers can no longer delegate software duties.

The problem that people don't understand is that active managers, almost by definition, have to be poorly diversified. Otherwise, they're not really active. They have to make bets. What that means is there's a huge dispersion of outcomes that are totally consistent with just chance. There's no skill involved it. It's just good luck or bad luck.

When I got out of high school I hit the road. I lived like a gypsy. Those were the best times of my life. I was living from club to club not knowing where my next meal was coming from. No credit cards, no apartment, no bills, no managers, just on the road with a truck and five guys.

The Macintosh having shipped, his next agenda was to turn the rest of Apple into the Mac group. He had perceived the rest of Apple wasn't as creative or motivated as the Mac team, and what you need to take over the company are managers, not innovators or technical people.

There were certainly those who rubbed their eyes in astonishment. But when we held a company discussion forum with Joschka Fischer, interest was high. Six hundred senior managers came to the meeting. In the end, there was tremendous applause for Fischer, because he offered a precise analysis of the challenges our industry faces worldwide.

As regards Hillary C;inton's foreign policy actions and the powerful vested interests she seems gleefully beholden to, including all the biggest players in the military-industrial complex, I feel that she would be no better an actor on the world stage than Trump and whatever coalition of managers he might cobble together.

We are seeing more managed money and, to an extent, institutional money entering the space. Anecdotally speaking, I know of many people who are working at hedge funds or other investment managers who are trading cryptocurrency personally, the question is, when do people start doing it with their firms and funds?

The most successful executives are often men who have built their own companies. Ironically their very success frequently brings to them and members of their families personal problems of an intensity rarely encountered by professional managers. And these problems make family businesses probably the most difficult to operate.

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.

Markets are efficient, but there are different dimensions of risk and those lead to different dimensions of expected returns. That's what people should be concerned with in their investment decisions and not with whether they can pick stocks, pick winners and losers among the various managers delivering basically the same product.

To prop up the stock price, managers have to turn down the screws on everybody. That forces them to cancel all the projects that would lead to future growth in order to drop money to the bottom line. This is HP's dilemma today. Once a company's growth has stopped, the game as we have known it is over. It's a scary thing.

In the workplace, many people become helicopter managers, hovering over their employees in a well-intentioned but ill-fated attempt to provide support. These are givers gone awry - people so desperate to help others that they develop a white knight complex and end up causing harm instead.

Can't do any work with a rock star; you have to go through their lawyers and their agents and their managers and you have to book them hotel rooms. When you work with your friends, you just call them up and they come over and you record and then you go out to see a movie.

Basically, managing is about influencing action. Managing is about helping organizations and units to get things done, which means action. Sometimes, managers manage actions directly. They fight fires. They manage projects. They negotiate contracts.

The biggest mistake is an over-reliance on data. Managers will say if there are no data they can take no action. However, data only exist about the past. By the time data become conclusive, it is too late to take actions based on those conclusions.

Someone asked me about what's it like managing 2.2 million associates, and I said, 'When they're Wal-Mart associates, it's not all that hard because of the quality and the depth of our talent.' I'm really proud of the fact that 70% of the managers in the U.S. started as hourly associates with our company.

I had two managers who couldn't stand each other. I had a promoter, Don King, who couldn't get any fights, and I was fighting once a year. I knocked out Norton and then didn't fight for 13 months. Then I fight the heavyweight champion of the world.

In every organization, there are many people, from senior leaders to first-time managers, who have the power to elevate women in the workplace. I wouldn't be in the position I'm in today without several key people in power believing in me and giving me a chance to succeed.

Strategic planning is not strategic thinking. Indeed, strategic planning often spoils strategic thinking, causing managers to confuse real vision with the manipulation of numbers.

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.

If policy makers and program managers participate in an interdisciplinary assessment team, make informal visits to local families and have in-depth conversations with local providers and health authorities, the real needs and complex challenges of organizing good reproductive health services become apparent.

The mistake managers often make is defining their industry too narrowly. Digital's market share in the minicomputer market stayed very robust even as it fell off the cliff. Disruption seems to come out of nowhere, but if you know what to look for, you can spot important developments well before the market does.

The more books there are on shelves, the more will be sold. Once you get to the level of The Secret and have 40-100 copies in many stores, managers have almost no choice but to put them in prime real estate like front-of-store, end caps, or front window.

Every top team has got at least one top keeper. You need people to move, managers to change. You need something to happen for something to happen. You can't just charge in somewhere.

Mutual fund managers are trapped in this rather deadly vicious circle: the more successful they are, the more money flows into their mutual fund. Then, it is more difficult for them to beat the market averages or even to match their own past performance.

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.

Managers have to demand more of their HR departments, and they have to demand more of themselves. And we all have to be open to hiring people that don't look like us and that don't sound like us, and not find that threatening.

In my first career I had founded my own company, with a group of MIT professors, before coming to Harvard to finish my doctorate, and so I had a deep respect for the brains, talent, and dedication of managers. That made it hard for me to believe the attributions in the business press that stupid management was to blame. So I looked elsewhere for an explanation.

Politicians or pundits can distort or cherry-pick climate science any way they want to try and gain temporary influence with the public. But any serious industrialist who's facing 'climate exposure' - as it's now called by money managers - cannot afford to engage in that sort of self-delusion.

I thought, 'Maybe if I become a cheerleader, I can meet managers or agents. Maybe I can sing the national anthem at a game, and someone in the industry will hear me.' I saw everything as an opportunity to further my music. I was literally the cheerleader who had a mixtape in between her pom-poms at events.

Purposeful organizations develop the next generation, not simply the next leader. My friend Marshall Goldsmith, bestselling author and leading executive coach, does not like the term succession planning. Better to say, "succession development." That means you are focusing on multiple managers and grooming them to lead.

I never dreamed I'd be a spokesman for anything. But Pac Bell just asked me. The money was OK; the scripts were fun because I had to do in 30 seconds what it takes a whole feature to do and because the dysfunctional family of agents, managers and lawyers who represent me said it was cool.

Managers have traditionally developed the skills in finance, planning, marketing and production techniques. Too often the relations with their people have been assigned a secondary role. This is too important a subject not to receive first-line attention. In this regard we could learn much from the Japanese. We must reinvest in the human side of management.

I intend to give my best, to improve things and to create the football team in relation to my image and my football philosophy. I'm not a defender of old or new football managers. I believe in good ones and bad ones, those that achieve success and those that don't. Please don't call me arrogant, but I'm European champion and I think I'm a special one.

Possibly the biggest issue, however, is that performance appraisals focus managers attention on precisely the wrong thing: individual people. As W. Edwards Deming, the father of the quality movement, taught a long time ago, company performance often results more from variations in systems than from the individuals doing the work.

Requiring fund managers to disclose how they vote would increase accountability and mean that pensioners and ordinary investors would more easily be able to see how those acting on their behalf vote on all issues, including remuneration.

Managers thinking about accounting issues should never forget one of Abraham Lincoln's favorite riddles: How many legs does a dog have, if you call a tail a leg? The answer: Four, because calling a tail a leg doesn't make it a leg.

Now that we've discovered how to actually develop policies and projects holistically, if we can get the barriers out of the way and release the creativity that's in our universities, our farming organizations, amongst our farmers and land managers, we'll be astounded. As I'd like to express it, the human spirit will fly.

I think a lot of managers say that it starts from the front and us as defenders know it helps our job when the front two strikers put that pressure on. If they can do that it makes our job a lot easier.

Sixty-four percent of managers in the U.S. are afraid to be alone in a room with a woman. Mentoring is all about being alone in a room with someone. Let's start talking about this honestly. The lack of equal access is the silent killer for women and no one wants to talk about it.

A romantic or classical view of the French approach would have been to say, 'It's a French company; let no one attack it. Let's block any merger. But the reality is Alcatel-Lucent is not a French company; it's a global company. Its main markets are China and the U.S. Its ownership is foreign; most of its managers aren't French.

What Dino spent most of his time doing was hiring and firing new managers. Since he ditched William Tiero three-plus years ago, he just want through these poor guys like you go through a bag of M&M's when you've got your period. Consume, and on the the next.

We need business leaders who have a respect for technical issues even if they don't have technical backgrounds. In a lot of U.S. industries, including cars and even computers, many managers don't think of technology as a core competency, and this attitude leads them to farm out technical issues.

Jurgen Klopp is more the emotional one and someone who can motivate really well. Pep Guardiola is more tactical, who always takes care of details and wants to show you how to do everything. Both are world-class managers and both have their own qualities. Both are amazing personalities.

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.'

I see differences in how I like to work with young players and how I like to give young players a chance maybe more than English managers.

Managers watch over our numbers, our time and our results. Leaders watch over us.

Managers all over the world will go crazy when their artists are not touting the party line and making things pretty in the way that they're supposed to, but it's different when your manager is your husband. It's contrary to your soul. That commercial interest presses in upon your whole personal life.

Yes, you have people shouting racist abuse and throwing bananas on the field, and there are issues regarding the number of black coaches and managers in the game, but which other industry allows a young black boy the exact same opportunity as a young white boy?

We are slaves in the sense that we depend for our daily survival upon an expand-or-expire agro-industrial empire—a crackpot machine—that the specialists cannot comprehend and the managers cannot manage. Which is, furthermore, devouring world resources at an exponential rate. We are, most of us, dependent employees. …Edward Abbey (1927-1989)

I believe that science is best left to scientists, that you cannot have managers or directors of science, it's got to be carried out and done by people with ideas, people with concepts, people who feel in their bones that they want to go ahead and develop this, that, or the other concept which occurs to them.

If we are to have a stabilized market demand, selling pressure should be maintained . . . perhaps increased . . .at the first sign of a decline in business. I know of no single way business managers can do more to stabilize market demand than through greater stabilization of sales and advertising expenditures.