There is one qualification the manager cannot acquire but must bring to the task. It is not genius; it is character.
The elites - or managers in companies - no longer control the conversation. This is how insurrections start.
There's a tendency at the senior and middle-manager level to be too big-picturish and too superficial. There is a phrase, "The devil is in the details." One can formulate brilliant global strategies whose executability is zero. It's only through familiarity with details - the capability of the individuals who have to execute, the marketplace, the timing - that a good strategy emerges. I like to work from details to big pictures.
Hope requires a very careful symbolization. It must not be expressed too fully in the present tense because hope one can touch and handle is not likely to retain its promissory call to a new future. Hope expressed only in the present tense will no doubt be coopted by the managers of this age
Am I a great manager? Huh. I was blessed to have a front office that found great talent, and then I was smart enough to stay the hell out of their way.
The hyperfast-moving, wired-up, reengineered, quality-obsessed organization will succeed or fail on the strength of the trust that its managers place in the folks working on the front line.
The manager-leader of the future should combine in one personality the robust, realistic quality of the man of action with the insight of the artist, the religious leader, the poet, who explains man to himself. The man of action alone or the man of contemplation alone will not be enough; these two qualities together are required.
The most important role of managers is to create environment in which people are passionately dedicated to winning in marketplace.
Manager solves problems, leader prevents them.
I have a contract and I refused a lot of opportunities to be the manager of important clubs because I want to stay here. I like this job. I like to be the England manager.
I wouldn't say that we're proactively out there hunting down brands to try to fulfill some piece of a larger battle plan or something. If they have things they want to get to us, we're somewhat easily accessible through our managers and record companies.
If that makes your lawyers or managers happy, well, good for them. You still have a lot to worry about.
As rich as you think some of us are, for every $18.99 CD you buy, the artist usually sees a toonie or so. Pay your producer out of that. Then your manager. Then split it five ways among your band mates. Now don't act surprised when you see the drummer of a platinum-selling Canadian rock band behind the drive- thru window at Tim Hortons
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.
A pitching coach is a manager's best friend. He's handling 12 out of the 25 players on the team.
I was once asked what it takes to be a great manager...my response? Great players.
As a manager you're paid to be uncomfortable. If you're comfortable, it's a sure sign you're doing things wrong.
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.
Money managers have to account for their actions to their shareholders, which means they have an undue fear of underperformance. We invest only our own money. Our investments are driven by optimism, not fear.
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.
The managers at fault periodically report on the lesson they have learned from the latest disappointment. They then usually seek out future lessons.
When I was 12, I got a manager, but my mom was against it. It took a lot of convincing. But when I got a job at Manhattan Theatre Club, I think she saw how passionate I was about it and that I worked really hard - and now she's super supportive.
People think that the art market is about opportunists and hedge-fund managers getting broken art, but what really happened is that there was a new configuration of bourgeois values in the U.S. and an acceptance among the bourgeoisie of contemporary art as an idea. I think that bourgeois people are horrible.
I have really good managers and agents who are very selective in what they send me.
I was very soft. I gained a lot of weight with my second child and was very on the couch. And [my manager] said, "You know, this is a softer role [in Misteress]. She is a softer character. She's a lesbian that's always the passive half of the relationship."
Follow AzQuotes on Facebook, Twitter and Google+. Every day we present the best quotes! Improve yourself, find your inspiration, share with friends
or simply: