Quotes About Management

We were equally impressed to learn that senior executives at another company preferred the underground to chauffeured limousine when travelling around London. The number of IR representatives in attendance is a good indicator as to how carefully a company counts its pennies. Of course, we have made mistakes when assessing management teams. But, in our view, trying to spot a great manager remains a game very much worth playing.

In reality, Rome had grown too big for lots of people to handle its vast affairs any longer by committee.  

Anxiety asks for more information so it can be prepared for the coming apocalypse. It also asks for more information so it can manage the world apart from God.

Sabotage is not merely something to be avoided or wished away; instead, it comes with the territory of leading, whether the "territory" is a family or an organization

In any type of institution whatsoever, when a self-directed, imaginative, energetic, or creative member is being consistently frustrated and sabotaged rather than encouraged and supported, what will turn out to be true one hundred percent of the time, regardless of whether the disrupters are supervisors, subordinates, or peers, is that the person at the very top of that institution is a peace-monger.

Where everyone is responsible, no one is really responsible.

Movies are an expensive business.

The attempt to combine wisdom and power has only rarely been successful and then only for a short while.

Narcissistic Superstars are as vain about their management skills as they are about everything else. They'd like to inspire the fall-on-my-sword-for-you sort of loyalty that they believe to be the mark of great leadership. Actually, they're far more likely to make people want to stab them, or merely go away and work somewhere else. Superstars seldom admit it, but their failure to inspire loyalty hurts their managerial egos.

Ham-it-up managers like Gene make metaphors come to life and walk corporate hallways like an army of cheerful, highly motivated zombies. These vampires drain their employees of the ability to think for themselves by labeling critical comments as evidence of a bad attitude. They are also likely to withhold controversial information for fear of demotivating people.

Every civilization is, among other things, an arrangement for domesticating the passions and setting them to do useful work.

Talk of nothing but business, and dispatch that business quickly.

Any company generating between $5 million and $150 million in revenue. I find that companies in this niche have the ability to pay, and aren't ground down by layers of management and decision-making that can be associated with massive enterprises.

Football management is such a pressurised thing - horseracing is a release. I'm also learning to play the piano - I'm quite determined - it's another release from the pressure of my job.

There are plenty of attributes that separate the great leader from the good manager. Both may put their work before family and friends, survive on little sleep, endure a lifetime of red-eye flights. Look more closely and you will find that the great leader possesses an unusual, and essential, characteristic – he will think and operate like an owner, or a person who owns a substantial stake of the business, even if, in a financial or legal sense, he is neither.

When you run any organisation, you have to look as far down the road as you can.

I placed discipline above all else and it might have cost us several titles. If I had to repeat things, I'd do precisely the same, because once you bid farewell to discipline you say goodbye to success and set the stage for anarchy.

One obvious aspect of management is identifying people who can help you get where you are trying to go. Talent-identification sounds like a straightforward business. If it were, every team would be successful.

La autoridad y el control se basan en ganarse la confianza de las personas a las que se va a dirigir.

part of a leader's job is to eliminate as many risks as possible.

I never allowed my personal feelings about a particular player to cloud my judgement about what was best for the team.

I just think a leader has to keep reminding himself to be clinical about these sorts of judgements. You don't have to love your players or your management team, but you do need to respect their abilities.

As a leader, you don't need to be loved, though it is useful, on occasion, to be feared. But, most of all, you need to be respected.

you cannot get too attached to people who work for you. The one time you must have that attachment is when they are in trouble - when they need your advice.