Quotes About Management

That's the fun part of being CEO. You can actually say, 'Hey, this is what we should be spending our time on,' and people get it.

A club like ours loses £8-10m every year to be competitive, and nobody wants to keep a business that is losing money every year.

Severities should be dealt out all at once, so that their suddenness may give less offense; benefits ought to be handed ought drop by drop, so that they may be relished the more.

If you don't drive your business, you will be driven out of business.

There are level-headed actors and outlandish actors and financially responsible actors and financially irresponsible actors.

Historically almost every team I've managed has returned from even just a five-day break with improved physical output.

Overall, I'm quite good with how I spend my cashola.

Someone who directs a film, they have to see the overall picture, and they have to get the best performances out of the actors.

I took on the role of CEO, which involves directing the Management Team and overall day-to-day operations of 500.

I keep my overhead as low as I can.

Private equity firms aren't necessarily evil by definition. There are many stories of successful turnarounds fueled by private equity, often involving multiple floundering businesses that are rolled into a single entity, eliminating duplicative overhead.

You know, you don't need a leader to sort of administer something that's going very well. In fact, in one sense, an overly ambitious person in that circumstance can probably screw it up.

Every day I have this crazy schedule that happened overnight - it's a lot to process.

We are very much engaged across the government, very much engaged in streamlining and simplifying our activities with borrowers and lenders, because that saves time and saves costs and we believe we can do that while maintaining the same or increased levels of oversight and risk management.

I don't have a directorial overview, which sometimes is very helpful.

Plan for Success is a staple of management philosophy, particularly in our high-tech industries. It leads us to pour desired outcomes into concrete, and make commitments based on achieving those outcomes. Plan for Success is the intellectual equivalent of: Make big bucks by winning fifteen consecutive hands of blackjack without taking any money off the table till the end. It works when it works, but leaves you in the lurch when it doesn't (which is most of the time).

when they investigated the productivity of 24 projects for which no estimates were prepared at all. These projects far outperformed all the others

Authoritarian management is obsessed with time. It is destructive of slack and inclined to goad people into outperforming their peers. And it makes learning impossible.

You can no more expect her to work without meaningful challenge than you could expect her to work without salary. The nearly equal status of challenge and pay is unique to knowledge workers. They are different from the blue-collar workers that our fathers managed a generation ago. The easy, dumb error of managing knowledge workers is to forget that they are different and assume that basic rules developed on factory floors a century ago apply to them.

When communication happens only over the hierarchy lines, that's a priori evidence that the managers are trying to hold on to all control. This is not only inefficient but an insult to the people underneath.

Does the overall effort have both a schedule and a goal, where the schedule and the goal are markedly different? If the schedule is the goal, there is no risk management at work. The earliest date by which the work could conceivably be done makes an excellent goal but an awful schedule.

The bald fact is that many companies provide developers with a workplace that is so crowded, noisy, and interruptive as to fill their days with frustration. That alone could explain reduced efficiency as well as a tendency for good people to migrate elsewhere.

Setting aside a risk reserve with a 50 percent or better confidence level is called risk containment. When risks are paid for out of this reserve, they are said to be contained.

Each of these standards says, in effect, "I will dictate to you exactly how you must do every aspect of the work Ã¢â'¬Â¦ except the hard part.