Quotes About Management

With scale, there always becomes this tension of, how do you keep the start-up philosophy?

I did not allow tent encampments on the streets when I was mayor of San Diego.

Because we've always done it that way.' During my 12-year tenure as a special agent with the U.S. Secret Service, I heard those words all too often. The agency, in my experience, has an entrenched management culture resistant to change.

When we buy somebody, we cut the head off. We keep the operators who are looking - I hate to use this term - they're looking for a leader. We lead very well. And we immediately spend money on them and make them better. Everybody wants to be led. Except for me. I want to lead.

As the CEO, I have to take care of the short term, mid term and the long term.

Slack is actually a technical term in product management that means the excess capacity the system has to absorb any failures or to take on new work. That's something that was really on our minds when we came up with it.

In long term investments, you don't need day to day management.

You, your employer and your plan's investment managers fail to follow even the most basic rules of investing. You overtrade, chase performance, do not think long term. All of you - All Of You - have done a horrible job managing your retirement plans.

There should not be a micro-managing of terminology with the Library of Congress.

One death is too many - and with careful management and a lot of luck, the coronavirus sweeping the globe will be curbed, in terms of illness and loss of life.

You can tell if something feels special. But there are so many moving parts involved in making the song a hit. The radio has to deliver, the management has to deliver in terms of booking the right promotions... just being a good song isn't enough.

I just felt like I couldn't deal with the everyday responsibilities of life, paying bills and all of that. I'm terrible at all of that. So I knew I had to make enough money to pay someone else to deal with all of that.

I want to point out, there are a lot of politicians who enjoy the political end of politics, but they're not interested in governance. And then, there are some that are really interested in governance and are just terrible at politics.

Double-digit inflation is a terrible thing - and it got up to 14 or 15 percent on a monthly basis for a while, shortly after I became chairman of the Fed.

We like to bully deadlines. Pick on them; make fun of them; even spit on them sometimes. But what a terrible thing to do. Deadlines are actually our best friends.

One of the biggest problems women have is they work really hard and put their heads down and assume hard work gets noticed. And hard work for the wrong boss does not get noticed. Hard work for the wrong boss results in one thing - that boss looks terrific, and you get stuck.

Panic is rare, looting is essentially insignificant, people are not terrified and trampling each other to flee from a disaster scene, but in fact are trying to manage a situation. We may in fact revert to some sort of primordial civility.

The teams that are successful from ownership to management to coaching - there is a singleness of purpose. There's enough credit for everyone. No one gets territorial. It's just good - and it shows on the field.

Earlier, I used to charge territories instead of my fees as an actor, but I realised it was better to keep the two apart. Now, I take my fees in cash, for acting, and keep the distribution thing separate.

Jose has managed at some big, big clubs, and at all of those clubs, there is pressure, it comes with the territory. But he has a wonderful way of dealing with that pressure, and when you manage these sorts of clubs, you've got to be used to that.

Courage does not mean not fearing or not grieving. It does mean recognizing and resisting terror management right away, from the moment of the attack, precisely when it seems most difficult to do so.

As a beat reporter covering the CIA and intelligence world after the terrorist attacks of 2001, I could sense that many things I couldn't see or understand were changing, expanding, getting so big they were difficult to manage.

I had to make a change. It was no slight on my staff either. We'd all been at Boro for seven years. But certain players had got too familiar with the set-up. I had to turn it round. Terry was the one man I could think of to do it. So I went for him.

In England, I always liked the way Terry Venables worked.