Quotes About Management

In running Wilson Sonsini, it's all people-to-people skills. Those people-to-people skills translate into diplomatic skills.

Dave Bassett was a key influence on me, the way he treated and talked to people. Wimbledon and Sheffield United were quite direct sides and he got the best out of what he had, but he was an innovator.

I always felt if you were going to be successful, make sure you get good people. You win with great players. Coaches don't win games. Players win games.

You win pennants in the off season when you build your teams with trades and free agents.

There may be left-wing or liberal solutions to our deeper problems. But an elite that tries to manage them away with more enlightened media curation deserves to inherit nothing but the wind.

The Central Bank should have a permanent window for discounting high quality securities where banks could go and discount these. It gives peace of mind to the banks. In the absence of this facility, what banks tend to do is to keep a liquidity cushion for emergency requirements. This is a very expensive way of managing liquidity.

I walked in and inherited a management group that I didn't know very well. They didn't know me, and we had a very short window to put together a credible recovery plan.

I was a window dresser for Burton's once. What really put me off was the area manager coming round and saying, Charles, I think you're a natch at this.

When Enron collapsed, through court processes, thousands and thousands of emails came out that were internal, and it provided a window into how the whole company was managed. It was all the little decisions that supported the flagrant violations.

We enter the government essentially in a hotel that is on fire. We're throwing people from the windows into the pool to save their lives and this is the evaluation of the Olympic diving committee: Well, the splash was too big.

And with the money from your corn, from your rents, and from the issues of pleas in your courts, and from your stock, arrange the expenses of your kitchen and your wines and your wardrobe and the wages of servants, and subtract your stock.

The best episodes of 'The West Wing' that dealt with policy and stuff, in my opinion, were the ones where they were in the middle of a crisis, and they were trying to figure out how to solve problems.

I have an amazing social-media wing man who manages my Facebook fan site. All my blogs get copied there.

I have an amazing social-media wing man who manages my Facebook fan site. All my blogs get copied there. My e-mail in-box exploded, and I don't have that kind of time. My mom and sister have their whole life on Facebook, and I'm not there.

Like Koeman, Klopp knows exactly how to get the best out of me - by being critical. When the media are hyping me and being very positive, he will downplay the praise and all that - often with a wink.

Just as an athlete must exercise his body to be a winner, a leader must exercise his position of authority. If he doesn't, he loses that authority.

That's how I judge a winner - how somebody manages their family and raises their family.

When we were at Stoke and we first got in to the Premier League we had been second in the Championship and were regular winners in that division. The following year we weren't regular winners, so you have to manage yourself and you have to be positive yourself you have to lift the players.

The secret to winning is constant, consistent management.

Criticism is part of being at a club like Arsenal. You always have to win and when you're not winning you have to be prepared for that. It's part of your job.

The only thing bad about winning the pennant is that you have to manage the All-Star Game the next year. I'd rather go fishing for three days.

It is never easy to win but it is a lot easier to win when you play well. The key is winning golf tournaments when you are not playing so well. Managing your game is something that I feel that I am still learning to do.

What else does a manager do but push buttons? He doesn't hit, he doesn't run, he doesn't throw, and he doesn't catch the ball. A manager has twenty-five players, or twenty-five buttons, and he selects which one he'll use, or push, that day. The manager who presses the right buttons most often is the one who wins the most games.

What I teach our people is that, as a leader, you have four key roles apart from people management. First is to champion the grand vision. Two, install systems and a culture to run experiments. The third thing is to savour surprises. The fourth thing is that even a leader's ideas need to be subjected to tests.