Quotes About Management

I think a leader has many roles to play. So, you know, one role is that of incubating talent; the other is that of being a strategist. It's a very interesting job I've got.

This industry is 90 percent business, 10 percent talent.

I don't run restaurants that are out of control. We are about establishing phenomenal footholdings with talent.

I'm very happy in charge at Atletico. The squad give me commitment, talent and style.

I love writing. Given a choice, after directing for all these years, and if given an army of talented directors, I would not direct at all.

As long-term business builders, we invest our permanent capital and deploy management skills in support of talented leaders and companies with global potential.

If there's any secret to my success, it's that I just hire people who are smarter and more talented than I am.

As Looker got larger, the talented people we hired started to see things that we couldn't. And what had looked like a company the three of us could run out of our houses for a few hours a day became something bigger. Much bigger.

Of everyone else who was running, and there were some very talented people, none of them had anywhere near the experience I had in hiring people, holding them accountable, creating systems for accountability.

It is very hard work, but I am a big believer in not micromanaging; I hire really, really talented people and trust them to do their jobs.

The owner or president is the person who controls the club. The coach's job is to keep him happy. But the key to success, as a manager, is your relationship with the players. Important clubs and important players succeed when the environment is correct. The players must enjoy their work and feel free to express their talents.

In the NBA, you're taking a bunch of different talents, and you're managing them. You have to give them a system; you have to give them a belief. That's why coaches like Phil Jackson and Gregg Popovich are so great: because they gave the team confidence in the system and in their ability to execute night in and night out.

I don't mind how much my Ministers talk, so long as they do what I say.

The first rule of the C.E.O. psychological meltdown is 'Don't talk about the psychological meltdown.'

I had a hit talk show. I just wasn't working for the right people.

Phil Griffin, who happens to be the head of MSNBC, is not a liberal or progressive. I worked at MSNBC; I talked to Phil Griffin many times. I know Phil Griffin. He is not remotely progressive. All he cares about is success in his own career.

I've always talked and like to organise as much as possible.

There is a growing sense among Americans outside the Beltway that while President Obama may be a good talker, he is a lousy manager.

I have always liked to have face-to-face talks with my bosses.

Organizations may be better able to tame optimism than individuals are.

I tell everybody there are only three things that we do. We build sales at the store level, we build profits at the store level, and we build more stores. The first two things go in tandem, of course. It's pretty tough to build profits without sales.

First, you should take money and have plenty of money fueling your tank. But money becomes dangerous if you assume it's going to keep coming. Make sure you can get your burn rate to a sustainable level if you hit the brakes hard, within 90 days.

I generally hate to like bosses, but I like him.

The only thing we can control is our response.