Top 1001 Managers Quotes & Sayings - Page 17

When you buy enough stocks to give you control of a target company, that's called mergers and acquisitions or corporate raiding. Hedge funds have been doing this, as well as corporate financial managers. With borrowed money you can take over or raid a foreign company too. So, you're having a monopolistic consolidation process that's pushed up the market, because in order to buy a company or arrange a merger, you have to offer more than the going stock-market price. You have to convince existing holders of a stock to sell out to you by paying them more than they'd otherwise get.

I was like just writing and writing and then I kinda developed my sound. And then, my managers were like, "Okay, we're gonna try to get a deal." And then first it was Interscope, and then it was Atlantic. And then, I ended up signing with Atlantic, but it was like a long process, a really long... it was A LONG PROCESS. I feel like it took me two years to do it.

Leadership is creating a state of mind in others. The difference between being a leader and manager, all due respect to managers, is that leaders have to create states of mind. But a leader, first of all, has to have a clear state of mind, which is usually her own vision, which energizes her, motivates others, and then creates that state of mind in others.

There is no reason to believe that the people who staff the managerial and professional positions in our service institutions are any less qualified, any less competent or honest, or any less hard-working than the men who manage businesses. Conversely, there is no reason to believe that business managers, put in control of service institutions, would do better than the 'bureaucrats'. Indeed, we know that they immediately become bureaucrats themselves.

The idea that a bell rings to signal when investors should get into or out of the stock market is simply not credible. After nearly fifty years in this business, I do not know of anybody who has done it successfully and consistently. I don't even know anybody who knows anybody who has done it successfully and consistently. Yet market timing appears to be increasingly embraced by mutual fund investors and the professional managers of fund portfolios alike.

[Mikhail Bakunin] expectations were generally confirmed, including his prediction that some would seek to gain state power on the backs of popular revolution, then constructing a "Red bureaucracy" that would be one of the worst tyrannies in history, while others would recognize that power lies elsewhere and would serve as its apologists, becoming mystifies, "disablers," and managers while demanding the right to function in "technocratic isolation," in World Bank lingo.

The approach and strategies are very similar in that you gather all the information you can and then keep adding to that base of information as things develop. You do whatever the probabilities indicated based on the knowledge that you have at that time, but you are always willing to modify your behaviour or your approach as you get new information. In bridge, you behave in a way that gets the best from your partner. And in business, you behave in the way that gets the best from your managers and your employees.

Some blame the drug companies. I don't. They are corporations. Their managers are ordered by law to make money for the corporation. They push a certain patent policy not because of ideals,but because it is the policy that makes them the most money. And it only makes them the most money because of a certain corruption within our political system-a corruption the drug companies are certainly not responsible for. The corruption is our own politicians' failure of integrity.

Part of America's industrial problems is the aim of its corporate managers. Most American executives think they are in the business to make money, rather than products or service. The Japanese corporate credo, on the other hand, is that a company should become the world's most efficient provider of whatever product and service it offers. Once it becomes the world leader and continues to offer good products, profits follow.

We have emphasized the importance of applied action research because it allows evidence-based policy and program development and a focus on learning. We are also committed to using a participatory approach in which local people, local program managers and providers, local researchers, women's health activists, and national decision-makers play the leading role. International "experts" from technical assistance agencies or universities can make important contributions, but they certainly don't have all the answers.

If instead 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 first country that implemented this participatory program of assessment, research and policy development was Brazil. I was one of the outsiders who provided support to the initiative.

For A to sit down and think, What shall I do? is commonplace; but to think what B ought to do is interesting, romantic, moral, self-flattering, and public-spirited all at once. It satisfies a great number of human weaknesses at once. To go on and plan what a whole class of people ought to do is to feel one's self a power on earth, to win a public position, to clothe one's self in dignity. Hence we have an unlimited supply of reformers, philanthropists, humanitarians, and would-be managers-in-general of society.

There were a lot of video store owners and managers out of work, once pornography became more about streaming and downloads. But the other thing is that there are a lot of people who make money by finding a place to stand and add almost nothing. It's particularly ironic if your job title is pimp. On some level, in a healthier world where sex work could be rationalized and the risk reduced, your whole job title would be extraneous anyway. It's not exactly a point of great grievance if you're a pimp that suddenly your prostitutes don't require the same level of reliance.

God uses millions of no-name influencers every day in the simplest selfless acts of service. They are the teachers whose names will never be in the newspaper, pastors who will never author a book, managers who will never be profiled in a magazine, artists whose work is buried in layers of collaboration, writers whose sphere of influence is a few dozen people who read their blogs. But they are the army that makes things happen. To them devotion is its own reward. For them influence is a continual act of giving, nothing more complicated than that.

We don't need no more rappers, we don't need no more basketball players, no more football players. We need more thinkers. We need more scientists. We need more managers. We need more mathematicians. We need more teachers. We need more people who care; you know what I'm saying? We need more women, mothers, fathers, we need more of that, we don't need any more entertainers

Nurses have new and expanding roles. They are case managers, helping patients navigate the maze of health care choices and develop plans of care. They are patient educators who focus on preventative care in a multitude of settings outside hospitals. And they are leaders, always identifying ways for their practice to improve. Because nurses have the most direct patient care, they have much influence on serious treatment decisions. It is a very high stakes job. Everyone wants the best nurse for the job, and that equates to the best educated nurse.

Everyone in the world disagrees with me, including some managers, but I think managing in the American League is much more difficult for that very reason (having the designated hitter). In the National League, my situation is dictated for me. If I'm behind in the game, I've got to pinch hit. I've got to take my pitcher out. In the American League, you have to zero in. You have to know exactly when to take them out of there. In the National League, that's done for you.

It is possible to see slavery and serfdom merely as extreme early forms of autocratic management, in which employees had no voice whatsoever in the work process and were viewed not as human beings but as alienated forms of individual wealth. Slavery, in this sense, did not die; it continues in modern dress in contemporary organizations wherever managers exercise autocratic power, unequal status, or arbitrary privileges, no matter how scientific the terminology or postmodern the image

I say, 'Get me some poets as managers.' Poets are our original systems thinkers. They contemplate the world in which we live and feel obligated to interpret, and give expression to it in a way that makes the reader understand how that world runs. Poets, those unheralded systems thinkers, are our true digital thinkers. It is from their midst that I believe we will draw tomorrow's new business leaders." --Sidney Harman, CEO Multimillionaire of a stereo components company

A white manager loses his job and gets another job, he loses his job, he gets another job. Very few black managers can lose their job and get another job.

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.

There are a few investment managers, of course, who are very good - though in the short run, it's difficult to determine whether a great record is due to luck or talent. Most advisors, however, are far better at generating high fees than they are at generating high returns. In truth, their core competence is salesmanship. Rather than listen to their siren songs, investors - large and small - should instead read Jack Bogle's The Little Book of Common Sense Investing.

Disruptive technology is a theory. It says this will happen and this is why; it's a statement of cause and effect. In our teaching we have so exalted the virtues of data-driven decision making that in many ways we condemn managers only to be able to take action after the data is clear and the game is over. In many ways a good theory is more accurate than data. It allows you to see into the future more clearly.

Brian Walker and David Salt have written a thoughtful and powerful book to help resource users and managers put resilience thinking into practice and aim toward increasing the sustainability of our world. I urge public officials, scholars, and students in public policy programs to place this volume on their list of must-read books. It is a powerful antidote to the overly simplified proposals too often offered as solutions to contemporary problems at multiple scales.

The idea that a relatively fixed group of privileged people might shape the economy and government for their own benefit goes against the American grain. Nevertheless, the owners and top-level managers in large income-producing properties are far and away the dominant power figures in the United States. Their corporations, banks, and agribusinesses come together as a corporate community that dominates the federal government in Washington. Their real estate, construction, and land development companies form growth coalitions that dominate most local governments.

I have a few different managers, and one of them hit me up today and was like 'I'm going to set you up with these guys doing beats and such...' I was like cool, as long as I can do what I do. Just because kids are going like this now, I'm not going to do that because I am not 18 years old. I'm not going to rap like I'm in grade three because it's popular. I'm just not going to do that. It's not because I'm being stubborn, and I definitely not that guy that is getting older and does not understand the younger generation.

I started going out with one of my managers and he really grew me up in a lot of ways. He introduced me not just to being a full-time traveler, which I was, but he was also really very interested in history and art and continued to open my eyes up to regional history; less splashy histories. He was interested in historical societies and stuff like that. He introduced me to a way of looking at the way communities form that is the foundation for the book that I've just finished writing that has to do with what I see as effective community-building wherever I've been traveling.

I took a dozen of our top managers to Argentina, to the windswept mountains of the real Patagonia, for a walkabout. In the course of roaming around those wild lands, we asked ourselves why we were in business and what kind of business we wanted Patagonia to be. A billion-dollar company? Okay, but not if it meant we had to make products we couldn't be proud of. And we discussed what we could do to help stem the environmental harm we caused as a company. We talked about the values we had in common, and the shared culture that had brought everyone to Patagonia, Inc., and not another company.

Over the last 30 odd years, Democrats have moved to the right and the right has moved into the mental hospital. So what we have is one perfectly good party for hedge fund managers, credit card companies, banks, defense contractors, big agriculture and the pharmaceutical lobby... That's the Democrats. And they sit across the aisle from a small group of religious lunatics, flat-earthers and civil war re-enactors who mostly communicate by AM radio and call themselves the Republicans and who actually worry that Obama is a socialist. Socialist? He's not even a liberal.

I love the introduction of international managers and players into the Premier League. However Manchester United's principles through their history had always been: they will appoint a British manager, there will always promote youth, they will always play a certain style of football, they will always look to entertain. So to me the idea of appointing a British manager, David Moyes, appointing somebody who deserved that opportunity to step up, was the right principle.

I believe that if one can understand one's false personality or ego, then they can develop self-awareness and the manifesting of that self-awareness is leadership. Such a leader sets up the mechanisms within which creativity can flourish, and managers turn this into innovations in the marketplace and society. But it's never as clear-cut as I'm making it sound. It's much more dynamic, chaotic and fascinating in the way it plays out. That's why people have to operate more from their inner essence; it's the other constant that copes with the legendary constant of change.

Authority never matches responsibility. That's one of the great myths and delusions of all times. Winning managers and individual performers at all levels know that effectiveness means building your own network and creating your own authority. Those who succeed always reach far beyond formal deputation, take initiatives, and take the heat when things go awry. That's true in the military in times of war, true for 200 person manufacturing firms, and true at giant automakers or software companies.

There are exceptional loyalties and there are old fashion ideas about how you get loyalties, and after all the auditorium is full of people who have co-owned shares with the managers for many decades, and in many cases they co-invested when everyone was young and obscure. Also when you come back to a place like that you are celebrating old loyalties, and of course the basic idea behind so much of Berkshire is the old fashioned idea that the best way to get loyalty is to deserve loyalty.

I managed the Dodgers for 20 years. It's hard to believe that there are only four guys in the history of baseball who managed the same team for 20 years or more. One was owner of the team, Connie Mack. Another was part owner of the team, John McGraw. Then there was my predecessor, Walter Alston, and me. It's amazing. In the 20 years I managed the Dodgers, 210 managers were fired.

You can't make theater happen without actors. The actor is the central ingredient in making theater happen. Audiences may come to theaters to see the work of stage managers, directors and producers, but the only people who can communicate theater magic to audiences, through ideas and emotions, are the actors. They are the only ones who can communicate this by themselves, and if necessary, they can get along without you. But you can't make theater without the actor.

Models have a stigma that they can't act. You're also, to be quite blunt, you're tall and not a lot of actors are tall and when you are starting out you're obviously not the first one cast, so you're trying to fit into a mold. You're quite often not cast as the quirky best friend, but you don't have the experience to be cast as the lead. So it can be really tricky. One of the biggest things is just to get your people, so to speak, your agents and managers to take you seriously. That's one of the issues I had when I came out to LA.

Barry Bonds was like Joe Namath or Muhammad Ali. He could make a statement and go out and back it up. Not a lot of guys can do that. In fact, managers usually cringe when guys make statements about what they're going to do. In Barry's case, I liked it. I think he did it on purpose to motivate himself. In a lot of ways, it's easy for Barry. I think he needs a little controversy around him.

Remember the Golden Rule? "Treat people as you would like to be treated." The best managers break the Golden Rule every day. They would say don't treat people as you would like to be treated. This presupposes that everyone breathes the same psychological oxygen as you. For example, if you are competitive, everyone must be similarly competitive. If you like to be praised in public, everyone else must, too. Everyone must share your hatred of micromanagement.

I mean, the people who got us into these crises - whether we're talking about the bankers or the hedge fund managers, or we're talking about the IMF - it's become pretty clear that the price to be paid for their illegal financial shenanigans, the burden is being placed on working class people, on the poor, on the elderly, on young people. It's become clear that neoliberal policies aren't just interested in "solving" an economic crisis, these are policies designed to enrich corporations and bankers and the rich at the expense of everybody else.

On Earth, we really only deal with two types of angels: the angels, or guardian angels, who are closest to us, and the archangels, who are the managers of the guardian angels. Archangel Michael is a well-known example of an archangel. Guardian angels are assigned to each and every one of us at or before conception. As a soul getting ready to incarnate, you actually talk with your angels and set up a lot of your life.

Leaders are active instead of reactive, shaping ideas instead of responding to them. Leaders adopt a personal and active attitude toward goals. The influence a leader exerts in altering moods, evoking images and expectations, and in establishing specific desires and objectives determines the direction an organization takes. The net result of this influence is to change the way people think about what is desirable, possible, and necessary. In other words, leaders are visionaries and managers operate within those established visions.