Quotes About Management

The bad news is that time flies. The good news is that your the pilot.

No one is ever too busy. Life is about managing your priorities, and doing the things you love.

Custom! that skilful but unhurrying manager

Strategy will compensate the talent. The talent will never compensate the strategy.

In the minds of great managers, consistent poor performance is not primarily a matter of weakness, stupidity, disobedience, or disrespect. It is a matter of miscasting.

Remember the Golden Rule? "Treat people as you would like to be treated." The best managers break the Golden Rule every day. They would say don't treat people as you would like to be treated. This presupposes that everyone breathes the same psychological oxygen as you. For example, if you are competitive, everyone must be similarly competitive. If you like to be praised in public, everyone else must, too. Everyone must share your hatred of micromanagement.

People leave managers, not companies

The Four Keys of Great Managers: 1. "When selecting someone, they select for talent ... not simply experience, intelligence or determination." 2. "When setting expectations, they define the right outcomes ... not the right steps." 3. "When motivating someone, they focus on strengths ... not on weaknesses." 4. "When developing someone, they help him find the right fit ... not simply the next rung on the ladder.

The hardest thing about being a manager is realizing that your people will not do things the way that you would. But get used to it. Because if you try to force them to, then two things happen. They become resentful — they don't want to do it. And they become dependent — they can't do it. Neither of these is terribly productive for the long haul.

MICHAEL: Maybe just this: A manager has got to remember that he is on stage every day. His people are watching him. Everything he does, everything he says, and the way he says it, sends off clues to his employees. These clues affect performance. So never forget you are on that stage.

As with all catalysts, the manager's function is to speed up the reaction between two substances, thus creating the desired end product. Specifically, the manager creates performance in each employee by speeding up the reaction between the employee's talent and the company's goals, and between the employee's talent and the customer's needs.

to encourage people to take responsibility for who they really are. And it is the only way to show respect for each person. Focusing on strengths is the storyline that explains all their efforts as managers.

Managers are encouraged to focus on complex initiatives like reengineering or learning organizations, without spending time on the basics.

You will have to manage around the weaknesses of each and every employee. But if, with one particular employee, you find yourself spending most of your time managing around weaknesses, then know that you have made a casting error. At this point it is time to fix the casting error and to stop trying to fix the person.

So this is (a manager's) dilemma: The manager must retain control and focus people on performance. But she is bound by her belief that she cannot force everyone to perform the same way. ... The solution is as elegant as it is efficient: Define the right outcomes and let each person find his own route toward these outcomes.

Even though work stops, expenses run on.

A farm is like a man—however great the income, if there is extravagance but little is left.

Siquid desit in annum, uti paretur: quae supersint, ut veneant: quae opus sint locato, locentur: quae opera fieri velit et quae locari velit, uti imperet et ea scripta relinquat... Patrem familias vendacem, non emacem esse oportet.

I'm OK with firing people when they fuck up, but canning them when they've done nothing wrong - that's painful. [on the layoffs needed after 9/11 hit the business]

People do not understand what a great revenue economy is.

Organisations are now confronted with two sources of change: the traditional type that is initiated and managed and external changes over which no one has control.

Even though worker capacity and motivation are destroyed when leaders choose power over productivity, it appears that bosses would rather be in control than have the organization work well.

In Yellowstone National Park, human-imposed stability thwarted for many years the natural process of small fires, which regularly clean out brush and dead trees. The result was a fragile equilibrium completely vulnerable to the cataclysm of fire that destroyed large areas of the park. The attempt to manage for stability and to enforce an unnatural equilibrium always leads to far-reaching destruction. The

We have created trouble for ourselves in organizations by confusing control with order. This is no surprise, given that for most of its written history, leadership has been defined in terms of its control functions.