All the great organizations have great managers at all levels who recognize where their culture is getting stronger and where it is getting weaker. There are always reasons why.
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.
As someone who was like a chief spokeswoman for [Donald Trump] and his campaign manager, it wasn't always relevant to what Americans out there were telling us at rallies or telling pollsters behind the scenes concerning them.
Presidents in the modern era who've had significant assets have usually put those into a blind trust with some kind of independent manager.
I want to be a manager for new artists, get real estate.
The museums used to be exhibition halls for government propaganda, and now every city wants to build a museum. A few thousand are to be built in the next few years, all using taxpayer money. But there is no system, no research, no content, no good programs, no good managers.
There are the Podesta emails we've been publishing. [John] Podesta is Hillary Clinton's primary campaign manager, so there's a thread that runs through all these emails; there are quite a lot of pay-for-play, as they call it, giving access in exchange for money to states, individuals and corporations.
There's an early 2014 email from Hillary Clinton, not so long after she left the State Department, to her campaign manager John Podesta that states ISIL is funded by the governments of Saudi Arabia and Qatar. Now this is the most significant email in the whole collection, and perhaps because Saudi and Qatari money is spread all over the Clinton Foundation.
Her business manager said, you know, Gilda [Radner] left you that house. That's when I decided to stay and test it out. And after about a month, the roots grew, and I didn't ever want to live anywhere else for the rest of my life - travel, yes, but not to live anywhere else.
I have to be involved in negotiations because players have to buy into me and what I want from them if they join my club, so all managers need to be fully involved in transfers, that's for sure.
My contract with mercury PolyGram Nashville was about to expire. And I never had really been happy. The company, the record company, just didn't put any promotion behind me. I think one album, maybe the last one I did, they pressed 500 copies. And I was just disgusted with it. And about that time that I got to feeling that way, Lou Robin, my manager, came to me and talked to me about a man called Rick Rubin that he had been talking to that wanted me to sign with his record company.
[My wife Margot] was the - I guess, the coordinator or the production manager [of The Jazz Review], and we got to know each other and we married.
[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.
I spoke to Tom's [Hardy] manager and said, "While we're talking about Taboo, do you mind if I also mention this film project that I've got, which is called Locke, and I need Tom to play the lead." And we spoke about both in that meeting and in the end the deal was that I would do Taboo if he did Locke and vice versa.
In 2008 and 2009 I was very blessed to be with Manager Brandon Hyde and Pitching coach Reid Corneilus. They both were extremely professional and did a great job helping prepare everyone for the next level.
Smart hiring managers in the modern world should be asking, “How long can you concentrate on a task before you have to take a break?” I wonder how many of them do?
[Polo Is My Life] is what's called a sex book - you know, sex, drugs and rock and roll. It's about the manager of a sex theater who's forced to leave and flee to the mountains. He falls in love and gets in even more trouble than he was in the sex theater in San Francisco. Most of my stories are tales of anguish, stress and grief.
I'm really enjoying learning new ideas because eventually I want to become a manager myself so I'm gathering all this information from managers now and previously.
I write for people who are good money managers and want to know how to be even better stewards over their money.
So many people joke that life with me - a professed lifelong penny pincher - must be tough. But [my husband] is a great money manager. And he helps me let go of my fear of spending while still being frugal.
I finished reading High Output Management by Andrew Grove, which had such valuable insights for leaders that I've been forcing managers at Duolingo to read the book.
I was a guy who came to work every day. I was there. When my manager got to the field at 12, I felt like there was no reason for him to ever wonder if I was playing. For me, that's a big deal. I teach that to my kids.
I've kept in touch with many of my former teammates: Bob Marcucci was our team manager and we bonded over our passion for baseball.
The only regret I have in my career, is my managers wanted a big payday, and I wanted four or five more fights before going in with [Larry] Holmes. That would have made all the difference.
If managers knew how deeply their behaviors could affect brain function - whether they are piling up too much work on someone or yelling at them for "motivational purposes", they would quit doing it.
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