If you are an effective manager of your self, your discipline comes from within; it is a function of your independent will.
To be a good boss, you must be transparent. Theres a correlation between worker happiness and workplace transparency. Leaders and managers who offer transparency will earn the respect and devotion of their team.
Today the average inhabitant of the western hemisphere knows a little of everything. He has the newspaper on his breakfast table and wireless within reach. For the evening there is the film, cards, or a meeting to complete a day spent in the office or factory where nothing that is essential has been learnt. With slight variation this picture of a low cultural average holds good over the entire range from factory-hand of clerk to manager or director. Only the personal will to culture, in whatever field and however pursued raises modern man above this level.
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.
If the technology cannot shoulder the entire burden of strategic change, it nevertheless can set into motion a series of dynamicsthat present an important challenge to imperative control and the industrial division of labor. The more blurred the distinction between what workers know and what managers know, the more fragile and pointless any traditional relationships of domination and subordination between them will become.
If a manager of mine ever said someone was indispensable, I'd fire him.
I think the idea that the hedge fund manager gets lower taxes than the taxi driver or the physics professor is insane. The legislators who leave that policy in place are derelict in their duties to be rational and fair. There are plenty of them in both political parties. It's totally outrageous.
Jim Fregosi will be deeply missed in the baseball world. Joni and the rest of the family are in our prayers. Fregos, was the best manager I've ever played for. Our relationship was so special.and he was the one that taught me how to be a leader. Fregos and I could relate to each other whether we were in the clubhouse or on the field. In 1993 The City of Brotherly Love changed the world..Fregos was the driving force!!!
The three most important things a manager does: One is get the money. Two is always remember to get the money. Three is never forget to always remember to get the money.
I don't love the idea of the responsibility falling on the manager. That just adds to their in-game responsibility.
My old manager of the Irish National Theatre said 'Don't worry about being a star, just worry about being a working actor. Just keep working.' I think that's really good advice.
He [Jock Stein] phoned and asked me to come over and see him one night Hibs were playing at home to Aberdeen. You know Im coming as manager, he said, and I know youll be disappointed. But I want to reciprocate for you making me your deputy by asking you to become my assistant.
There's no media training. In cooking school, there's not even manager training. You learn the fundamentals of cooking. Everything else is learning by doing.
People exaggerate their own skills. they are optimistic about their prospects and overconfident about their guesses, including which managers to pick.
In order to become a big-league manager you have to be in the right place at the right time. That's rule number one.
The catch off Bobby Morgan (a backhanded grab of the Brooklyn Dodger's line drive in September 1951 at Ebbets Field) in Brooklyn was the best catch I ever made. Jackie Robinson and (Giants manager) Leo Durocher were the first people I saw when I opened my eyes
It's pretty simple, the way I look at it. I became a Hall of Famer here (in New York), with my numbers here and what I've done here, and hopefully three-hundred will be another big part of that. When (former Red Sox general manager Dan) Duquette said that I was done, if I'd have taken his advice and went home, I wouldn't have been a Hall of Famer. So it's a no-brainer. It's definitely pretty easy. Reggie (Jackson) spent five years here, and this will be five for me.
He (Frank Robinson as Manager) can step on your shoes, but he doesn't mess up your shine.
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.
Investors, of course, can, by their own behavior make stock ownership highly risky. And many do. Active trading, attempts to "time" market movements, inadequate diversification, the payment of high and unnecessary fees to managers and advisors, and the use of borrowed money can destroy the decent returns that a life-long owner of equities would otherwise enjoy. Indeed, borrowed money has no place in the investor's tool kit.
Index funds have regularly produced rates of return exceeding those of active managers by close to 2 percentage points. Active management as a whole cannot achieve gross returns exceeding the market as a while and therefore they must, on average, underperform the indexes by the amount of these expense and transaction costs disadvantages.
But whatever the consensus on the EMH, I know of no serious academic, professional money manager, trained security analyst, or intelligent individual investor who would disagree with the thrust of EMH: The stock market itself is a demanding taskmaster. It sets a high hurdle that few investors can leap.
If I was a guy I wouldn't be bossy, I would be strong. If I was a guy I wouldn't be a micro-manager, I would be across the detail.
I'm constantly fighting with my manager to reduce the amount of time I have to spend on promotional activities, so I can get back in the studio and work on new music.
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.
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