Quotes About Managers

Entrepreneurs or international conglomerateurs, or large financial institutions buy or create mutual fund management companies to create a return on their own capital. It's capitalism at work, where the rewards tend to go to the managers rather than the investors.

Investors tend to discover 'hot' mutual fund managers just after a successful run and just before the inescapable force of mean reversion is about to kick in.

Guardiola, Zidane, who's doing a great work, Tite, also doing a great job in the national team, Simeone. These are managers I would like to work with some day.

I enjoyed Wembley like all the managers before me, and I would hope that games would still be played there by the England national team.

A great deal has been written on the question of how to motivate industrial workers. Presumably such literature arises because so many jobs have been made so trivial that few people can find any meaning at all in them. It may be that techniques of management alone can't cure the problem. But clearly, for even the most potentially interesting jobs to be meaningful, there must be managers who are willing to throw away the management handbooks and take some risks.

People join companies. They leave managers. Therefore, to keep your team happy and engaged, you need one thing above all else: great managers — not free lunches or yoga classes! As Gallup notes, "Managers account for at least 70% of variance in employee engagement scores." And great managers are not just born; they are continually advancing their skills and those of their employees.

Stepping back from almost any situation with an underperformer, it's always easy to see the solution. They need to move on—sooner rather than later. Up close, however, organizations tend to draw out departures, as people fret about the employee's emotional reaction to being let go. Oftentimes, managers feel guilty about putting a friend out of work, or remorseful they didn't give candid enough feedback along the way, or both.

The point is not to create a perfect statement but to gain a deep understanding of your organization's core values and purpose, which can then be expressed in a multitude of ways. In fact, we often suggest that once the core has been identified, managers should generate their own statements of the core values and purpose to share with their groups.

As a whole, the managers today are different in temperament. Most have very good communication skills and are more understanding of the umpire's job. That doesn't mean they are better managers. It just means that I perceive today's managers a bit differently.

If a company's stock is undervalued - as many managers believe theirs is - a repurchase may offer the best payoff of all.

The longer people are unemployed, the less employable they become. Skills become rusty; managers look more suspiciously at someone who has been out of work for years than a candidate already employed.

I think that, too many times, business has been seen as acting in its narrow self-interest rather than, essentially, contributing more broadly to society. I think a lot of that is unintentional; I don't think that many managers are deliberately trying to be unethical or are not trying to be sensitive to social needs.

I worked under a lot of 'top-class managers at Spurs and had to take over as 'caretaker a couple of times when things were not going well. I know what's required.

There are so many clubs with great squads, good managers, good financial situations that allows them to sign good players.

When the positions of so many managers is precarious, and there isn't long-term stability, I can understand why they are loath to risk.

The staff, stage managers, ushers all behaved as if they respected the actors.

Self-dealing, essentially, occurs when managers run companies to line their own pockets instead of those of the companies' owners. It's been a perennial problem in American capitalism and became a real dilemma when America moved toward a model in which corporations would be run by professional managers who had only small ownership stakes.

Cameron was able to get an inside look at professional football from the standpoint of athletes and agents and general managers that few people have ever seen.

When managers have got decisions to make, whether it benefits me or not, I have to be man enough to take it.

The assistants, the managers, the PR, the person whose coordinating, the person in production - those are the people I loved communicating with and building network relationships with.

I've worked with all these guys, Jim Ross, Mr. Fuji, Nick Bockwinkel, Bobby Heenan.

An organization's capabilities reside in two places. The first is in its processes—the methods by which people have learned to transform inputs of labor, energy, materials, information, cash, and technology into outputs of higher value. The second is in the organization's values, which are the criteria that managers and employees in the organization use when making prioritization decisions.

This is one of the innovator's dilemmas: Blindly following the maxim that good managers should keep close to their customers can sometimes be a fatal mistake.

They must be plans for learning rather than plans for implementation. By approaching a disruptive business with the mindset that they can't know where the market is, managers would identify what critical information about new markets is most necessary and in what sequence that information is needed.