Quotes About Management

Let me tell you about being executive producer. It is not a job, it's a title. Don't go around asking executive producers what they do because they don't do anything, alright?

Organization charts and fancy titles count for next to nothing.

My first company produced 'Silicon Alley Reporter' magazine, where I held the dual titles of CEO and Editor.

If there are only three guys at the top of the organization handling things, it's the definition of a bankrupt company. In creating leaders without titles, we are going to have organizations with people at the helm putting forth their best.

I would say I had anger-management issues, to be honest with you. But it was only on the football field.

Sometimes it's better to have a benign dictator than a dumb democracy, to be honest.

I think you have to have a bit of an anger-management issue, to be honest with you. Usually, slot guys are a lot smaller and quicker, but at the same time, you have to go in there and block linebackers and safeties, and so you have to be aggressive.

We're always working on our communication, which is something that's important. Instead of going through managers to discuss things, we will sit down and have meetings about things. That's a process. And you have to be able to be honest with each other as much as you can.

Baseball must be a great game to survive the fools who run it.

Most managers are just trying to survive. That's why a lot of smarter guys have been let go from Fortune 500 companies: because they came up with new ideas that no one would allow them to try.

As chefs, a lot of the times we lose sight of the fact that we are in the food business and that it needs to make money to survive.

Managers today have to do more with less, and get better results from limited resources, more than ever before.

One thing I always say is being a great chef today is not enough - you have to be a great businessman.

There is no progress without risk, and in an environment where change is accelerating, risks are multiplying and businesses are increasingly complex, companies need strong, innovative partners to help manage their risk. Our brand clearly sets XL apart as the strong, innovative partner needed in today's market.

If I were a young coach today, I would be extremely careful in selecting assistants.

Today, there's no excuse for not learning how to get our financial houses in order. Some of us close our eyes, take a deep breath and say a prayer when it comes to managing our finances.

I think good governance and good politics can go together.

For me, the test of a good office is how clean its toilets are.

I think there are a lot of good pieces that can be covered in 20 minutes that don't need an hour, but by the same token, there are things that need an hour or more.

You can stay too long in a job, that's for sure. But by the same token, in the 12 years I have been CEO of GE, there have been four CEOs of Toshiba. So there's too short a time to do it, and there's too long a time to do it.

There is no cure for PCOS so it's all about how to make living with it as tolerable as possible.

Government doesn't have a high tolerance for failure.

The thing that's confusing for investors is that founders don't know how to be CEO. I didn't know how to do the job when I was a CEO. Founder CEOs don't know how to be CEOs, but it doesn't mean they can't learn. The question is... can the founder learn that job and can they tolerate all mistakes they will make doing it?

If you own a toll road, you don't care how many passengers are in each car or what kind of car it is. You just want as many cars to move down the road as possible, and you make damn certain they pay their tolls, okay?