Quotes About Management

In the Army, we address a crisis by identifying critical objectives, planning a response, marshaling resources and communicating the plan clearly.

Planning cities is a necessary but risky business.

I don't really see the point in planning to show off-schedule. I think it's things like showing on-schedule that helps London be organised as it is.

I am one of the most organized people I have ever met, and even with all my planning, I still feel like I'm constantly forgetting things.

I'm not good at planning ahead because it's just too much. I plan, set it up and then don't think about it again until it's almost time. That's just how it goes.

Plans are nothing; planning is everything.

The on-field stuff, setting fields, changing bowlers, that's the easy part. It's making sure all your players are on the same page with what your plans are and what you want from your players and the team. That's the biggest challenge and what you really need to get right if you want your team to be successful.

My parents owned a plants nursery. We all grew up growing things and planting things and selling things, and I also managed landscape crews.

We understand how to build and manage businesses that involve technology, engineering, and people at a large scale on a global platform.

I want to make sure I have a system that allows me to know that the platoon sergeant and platoon commander aren't going to move at the same time when we come back from deployment. That sounds pretty simple, but it's really about data.

The more players I have, the more difficult choices there are for me, but the better it is for LFC.

My idea is to know every player and to know, also, the personality of the players.

I know the people expect the best - good. The people expect we'll play fantastic football and win games - good. I can't control that. I accept that, and I just focus on my players in the games.

Galliani is a great leader but can't understand players.

Jose Mourinho knows how to control to big players in the dressing room, to control egos. He's done it all his life and knows how to work it into the team.

I think it's hard, when you're someone who likes to please people, as I am, to be a boss. I had to learn how to rein myself in and not terrify people.

You set out to be a footballer, when you're young, and you think I'd love to do that. There's plenty of things along the way that could change that, and it's the same thing now with being a manager, it's time will tell how it goes.

I have very, very low expenditures, but still I manage to spend it all. I guess Hot Pockets are more expensive than I thought.

I always encourage our people and young business people that I meet to have a respect for cash, keeping some in their pockets and purses at all times. To me, that's essential.

Being a point guard in this league, you have to balance out people - the emotions and stuff like that.

What I look for in a director is a strong point of view, a clear vision, and an ability to multitask and make decisions on the fly.

Suning from a management concept and technology point of view isn't simply an appliance company.

I've been a club manager myself and know the demands and, from a selfish point of view, you want your players to be fit every week.

As the director, you are the organiser who has to have all the answers. You are the person with maximum clarity.