Quotes About Management

Damisch Control

It's an Event. Events bypass anger, straight to damage control.

I have found that building a sandbox around a domineering child, then allowing that child to preside over it, frees the adults to do the real work.

One crisis at a time!

I have found that building a sandbox around a domineering child, then allowing that child to preside over it, frees the adults to do real work.

Until Columbus, Indians were a keystone species in most of the hemisphere. Annually burning undergrowth, clearing and replanting forests, building canals and raising fields, hunting bison and netting salmon, growing maize, manioc, and the Eastern Agricultural Complex, Native Americans had been managing their environment for thousands of years.

According to Peter Stahl, an anthropologist at the State University of New York in Binghamton, "lots" of researchers believe that "what the eco-imagery would like to picture as a pristine, untouched Urwelt [primeval world] in fact has been managed by people for millennia.

Until Columbus, Indians were a keystone species in most of the hemisphere. Annually burning undergrowth, clearing and replanting forests, building canals and raising fields, hunting bison and netting salmon, growing maize, manioc, and the Eastern Agricultural Complex, Native Americans had been managing their environment for thousands of years. As Cahokia shows, they made mistakes. But by and large they modified their landscapes in stable, supple, resilient ways.

For obvious reasons its farmers did not relish the prospect of buffalo herds trampling through their fields. Nor did they want deer, moose, or passenger pigeons eating the maize. They hunted them until they were scarce around their homes. At the same time, they tried to encourage these species to grow in number farther away, where they would be useful. "The net result was to keep that kind of animal at arm's length

Nonetheless, ecologists and archaeologists increasingly agree that the destruction of Native Americans also destroyed the ecosystems they managed. Throughout the eastern forest the open, park-like landscapes observed by the first Europeans quickly filled in. Because they did not burn the land with the same skill and frequency as its previous occupants, the forests grew thicker. Left untended, maize fields filled in with weeds, then bushes and trees.

There's time enough, but none to spare.

The "money game" we still call investment management evolved in recent decades from a winner's game to a loser's game because a basic change occurred in the investment environment: The market came to be overwhelmingly dominated by investment professionals—all knowing the same superb information, having huge computer power, and striving to win by outperforming the market they collectively completely dominate.

At least 80 percent of Capital's most important decisions have been 'No' decisions: active, carefully thought-through decisions not to take a specific action. That's why one of the hallmarks of Capital is how seldom it makes major mistakes.

The overwhelmingly large number of investors should seek membership in the passive management club. This group, instead of scratching for a small edge in today's extraordinarily efficient markets, wisely accepts what the markets deliver. Charley makes a compelling case for the market-matching strategy of investing in index funds, touting their simplicity, transparency, low cost, tax efficiency, and superior returns. Winning

Investment management, as traditionally practiced, is based on a single core belief: Investors can beat the market and superior managers will beat the market.

Discipline is not so much the way by which we are constrained, but the way we channel our energy in a particular direction.

The late President Harry Truman often referred to leaders as people who can get others to do what they don't want to do-and make them like doing it!

Hay una línea de separación muy delgada entre el liderazgo responsable y el control dogmático.

Bureaucracies excel at performing tasks that must be done consistently whether the people assigned to them are brilliant performers or bumbling fools. You can't always count on having Albert Einstein in the patent office, so you design its procedures to work even if you hire Mr. Bean by mistake.

Although now that I'm in middle management I'm supposed to call it refactoring the strategic value proposition in real time with agile implementation," or, if I'm being honest, "making it up as I go along.

There is good management and bad management: good management is like air—you don't know it's there until it's gone away.

We shouldn't even be here, I think distantly as I raise my weapon and take aim, we're management, not heroes.

Would you mind finding Eileen and asking her why she's late? It doesn't normally take her this long to terminate an employee.

Nothing stands for content-free corporate bullshit quite like PowerPoint.