You can't run a business or anything else on a theory.
I don't believe in just ordering people to do things. You have to sort of grab an oar and row with them. My philosophy is to stay as close as possible to what's happening. If I can't solve something, how the hell can I expect my managers to.
Performance stands out like a ton of diamonds. Nonperformance can always be explained away.
Business is many things, the least of which is the balance sheet. It is a fluid, ever changing, living thing, sometimes building to great peaks, sometimes falling to crumbled lumps.
Management must have a purpose, a dedication and that dedication must have an emotional commitment. It must be built in as a vital part of the personality of anyone who truly is a manager.
When I come upon a man who has a gleaming, empty, clear desktop, I am dealing with a fellow who is so far removed from the realities of his business that someone else is running it for him.
If you keep working you'll last longer. I'd hate to spend the rest of my life trying to outwit an 18-inch fish.
In the business world, everyone is always working at legitimate cross purposes, governed by self interest.
It is much more difficult to measure nonperformance than performance.
Managers in all too many American companies do not achieve the desired results because nobody makes them do it.
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