Quotes About Management

That's the mantra I use when the team tells me something is too complicated. People keep saying, 'We need more prioritization.' I say, 'Guys, what you want is less work. And that is not going to happen.'

An awful lot has been written about my temper.

All that self-control stuff, I tried all that stuff from analysts. I went everywhere to these guys, every kind of anger-management, psychologist, psychiatrist. 'Get rid of my temper, get rid of my temper.' And there was only one guy who just said, 'I don't think this is related to, uh, issues. I think there has got to be something wrong.'

No, I don't have a problem with my temper.

If I have a really bad cook or a bad manager or bad sous-chef, I previously would have fired them or lost my temper. But now I realize that if I'm so right, then I should be able to communicate it so clearly that they get it.

I think the best directors rarely lose their temper.

I got a temper. But part of my role is to steady the ship. That's just to try to control your emotions.

Good CIOs are hard to find. Even if you can find one, it may take as much as a year for a CIO new to the company to learn the company environment and become an effective leader.

We all know that the way to get something done is to give it to a busy person.

the brass and the bean counters look at the bottom line.

Followers must have leaders, and this means that before much can be done with the church membership something will have to be done with the church officials.

Time is the only thing even money can't buy.

By working faithfully eight hours a day, you may eventually get to be a boss and work twelve hours a day.

By working faithfully eight hours a day you may eventually get to be boss and work twelve hours a day.

By working faithfully eight hours a day, you may get to be a boss and work twelve hours a day.

just as work expands to fill available time, corporate projects or acquisitions will materialize to soak up available funds;

Delegating work works, provided the one delegating works, too.

The first myth of management is that it exists. The second myth of management is that success equals skill.

Good bosses focus their attention, and their people's efforts, on the small number of things that matter most. The best bosses learn when they can and should ignore the least important demands from others. But some demands can't be avoided even though they have little, if any, impact on people or performance. In such cases, it might be wise to do a quick and crummy job so you can 'check the box' and quickly move on to more crucial chores.

The best bosses find the sweet spot between acting like spineless wimps who always do just as they are told (no matter how absurd) versus insubordinate rabble-rousers who challenge and ignore every order and standard operating procedure. Good bosses try to cooperate with superiors and do what is best for their organizations, but they realize that defiance can be required to protect their people and themselves – and sometimes is even ultimately appreciated by superiors.

T]he best bosses master the fine art of emotional detachment. They learn to forgive people who lash out at them... and they learn to forgive themselves, too.

Bosses of the most productive work groups confronted problems directly and quickly...And quickly move on to more crucial chores.

D]oing management work requires dozens -sometimes hundreds - of brief and fragmented tasks each day.

Great bosses avoid burdening their people. They invent, borrow, and implement ways to reduce the mental and emotional load they heap on followers.