Quotes About Management

I guess I'm a good manager now. Moreover, I'm loving the concept of donning the producer's hat. It's all very exciting as well as a great learning experience. You're a part of a film right from its conception to its execution, and that's an amazing feeling.

It is important to be financially savvy when you turn producer. As a director, you just need to have a good script in hand.

When we're shooting, I'm in producer mode.

I was the only person at Univision who had complete creative control of my own show, by contract. They didn't like that. I was the executive producer; I owned the studio where we taped. I decided who went on my show and who didn't.

I have become a full-fledged producer. I spend a lot of time on pre-production work.

You see, I believe a producer's job today is as important as that of a director.

Being a director, just to begin with, is just, I think, one of the hardest jobs just because you have to work in every way. You have to work with actors, you have to be involved with the producers and the writing and the action. Every department comes to you; you have to deal with everything.

Nowadays, there are sometimes more producers than there are people in the cast, because it takes that much money to put a show on.

I had very clever producers, who scheduled it brilliantly, but scheduling it was a nightmare.

On every movie I've done as a director, I look at the producers and having done it, I don't envy them, at all.

Being a showrunner is doing a bit of everything. It's not just writing. It's also management: managing actors, managing producers, managing a crew, being kind to people, being a good boss, observing deadlines.

There is a dearth of proper producers in the industry.

I always feel that the best kind of producing - and frankly, it has to do with what I like to do - is you're the big-picture person.

Producing is easier, I can just be at the set overseeing the story.

Producing should be a creative responsibility.

When I'm making a film, I don't want my producer to be on the sets. So when I'm producing a film, I don't want to be on the sets!

The type of producing that I did for many years involved working very closely with directors.

In 2007, I went to work in Beverly Hills as an intern at The Collective, a talent management agency. I'd been scouted for the job because of a blog I'd started in college and because the blogger-turned-author I worked for, Tucker Max, was producing a project with the company.

The people that are running the bulk of the comic shops in North America aren't business people and they don't understand sales. They don't understand good product.

Building product is not about having a large team to manage. It is about having a small team with the right people on it.

Since I'm a mother and a wife, I have to have passion or the frustration would win out. But I love managing people. The product is second to managing the people. And marketing to consumers is so challenging because it is evolving constantly.

I need to aspire to be a great CEO and not just a great product engineer.

My life is very well managed. I have a lot on my plate, and at the same time, there were still holes, and what I do and where I am dovetails nicely with what Agnieszka needs. I don't think I could be a coach for a Madison Keys because she needs somebody more hands-on. But Agnieszka is almost a finished product.

When you say we're bringing a product to market, you make sure you execute.