Quotes About Management

Commanders-in-chief make really tough decisions.

I know how to do science. I know how to make things. I don't know how to run a company. Now that's a really tough job.

It's a tough job to be the owner in a rebuild, to be the GM, to be the coach. These are tough jobs.

Being a CISO is a tough job. I have the end responsibility for the personal information of over a billion people.

Managing is a tough job. When you're young, you just think it's a natural progression - I'm good at this, so I'm going to be good at that - and it's not that way at all.

I mean, don't get me wrong, being ref is a very tough job - managing 10 of the best athletes in the world. At the same time, I think there is way too much ego from their standpoint.

When businesses face tough times, one of the first items they cut is overhead expenses. The government should do the same.

Some states like Nebraska have thus far responsibly managed their budgets, even in tough times, and I could not ask Nebraskans to pay for poor governance elsewhere.

The best, most successful managers in the modern era are those who can keep a player happy even if he is not in the team. Given the size of the squads and the use of rotation nowadays, that's tougher than it's ever been.

I've never found it any tougher being a woman than a man, but I've always been the boss.

The toughest thing about managing is knowing your personnel and what it can give you under all conditions.

My toughest job every day is maintaining intensity with myself and with my staff.

Raising capital is not the toughest part. The toughest part is building a great team and making sure it's growing with the company.

I am working as public relations director for the Tour de France and maintaining my farm.

In the early 1980s, I got into a war with my management - they just kept on suing me and I lost everything. So I had to go out on tour to make sure the electricity stayed on.

We will go on tour, that will be a boost for me. After that I can focus on LaToya. If I didn't have them, so many people would be coming at me right now and I wouldn't know what to do.

As soon as you start making a record, things start getting lined up: the promotion, possibly even a tour.

I'm not one for Sudoku or crosswords - the thing that fires my little brain is doing tour budgets.

I'm so hands-on, from the color of my tour bus to what I eat for dinner at 5 or the way the lights are hung.

Touring is what you make it. I like to organise as much as possible myself.

I don't really get too high or too low. I think when you have a big tournament, that's the important thing: managing emotion.

I don't cover golf tournaments anymore - I preside over them.

I think to progress in major tournaments and to be at your best, you need a big squad, and you need to rotate it.

You can't cancel my stand-up tours. It's impossible. There's too many separate bosses. There is no 'bosses.'