Quotes About Management

I think the world should unite and focus on strong health systems to prepare the whole world to prevent epidemics - or if there is an outbreak, to manage it quickly - because viruses don't respect borders, and they don't need visas.

The management teams in these royalty and streaming companies have the highest-quality research and the most visibility into all of the producers. So if you really want to know what's going on in the resource space, you should talk to the management team of a royalty company.

I describe management as arts, crafts and science. It is a practice that draws on arts, craft and science and there is a lot of craft - meaning experience - there is a certain amount of craft meaning insight, creativity and vision, and there is the use of science, technique or analysis.

Being mayor is about offering a vision for the city, putting the right people in the right place, and executing that vision.

Talent is the No. 1 priority for a CEO. You think it's about vision and strategy, but you have to get the right people first.

I feel that a great coach is one that has a vision, sets a plan in place, has the right people in place to execute that plan and then accepts the responsibility if that plan is not carried out.

I'd like to think that every captain around the world has a vision of how they want their teams to play and most of them are allowed to take their teams forward in their own way.

As I said before, a big part of my strategy says - and the management team I think is in agreement with this - we don't have to be out there with a lot of noise all the time. What we need to do is paint a vision for customers, promise them deliverables, and go hit at it.

This constitution recognises the need for social dialogue involving labour and management; it involves trade unions in the decision-making process; it has a social vision founded on social dialogue.

A leader is the one who can outline the broad vision and the direction, and say here's where we are going to go, here's why we need to go there, and here's how we are going to get there. A manager is the one who actually gets up under the hood and tunes the carburetor.

As much as you need to know your operations, if you don't understand the finance side and how to do the business, you're never going to be successful. So you might be the best operator or visionary, but if you don't understand the finance side... I'm successful because I know the finance side, but I also know operations; it's not an accident.

If someone was having some surgery that was going to put them out for three months, it's something you should consider, with a man or a woman. What is the impact of having the C.E.O. or visionary out for three months?

Empirically the way you get a product visionary as CEO is for him to found the company and not get fired.

People will give you the responsibility, even the authority, to go after the big things, the visionary things, the reaching for incredible opportunities, if they trust that you're running a city well. And if you don't run a city well, conversely, you can't do the big things.

And if you can tolerate these deeper feelings long enough to understand them and listen to what they're telling you, you'll not only manage your anger in more productive ways, you also won't be so angry all the time.

The easiest way in the world to make enemies is to hire friends.

The great secret of good management is to be more alert to prevent a man's going wrong than eager to punish him for it.

I am the bookkeeper, after all, and as a rule the numbers don't behave too badly.

Anger is not wrong. But if anger is uncontrolled, stuffed, misplaced, or given full vent, then anger can do us a lot of harm.

The greatest potential for control the ends to exist at the point where action takes place.

I have a crazy amount of different jobs, so the way I manage that is to not do more than one at a time. It's like old computers that had small memory chips, they would do something called swapping, where they would fill the memory with one task, do it and get it out.

I came to see, in my time at IBM, that culture isn't just one aspect of the game—it is the game.

management doesn't change culture. Management invites the workforce itself to change the culture.

E xecution—getting the task done, making it happen—is the most unappreciated skill of an effective business leader.