Quotes About Managers

If the world's finest fighting force assigns only its best people to a three-year challenge in recruiting, and then rewards them afterwards with promotion, why shouldn't corporate America make HR a similar rite of passage for its most promising managers?

that social intelligence is both distinct from academic abilities and a key part of what makes people do well in the practicalities of life. Among the practical intelligences that are, for instance, so highly valued in the workplace is the kind of sensitivity that allows effective managers to pick up tacit messages.

self-control, conscientiousness, and empathy. For successful retail store managers, the key competencies

I say, 'Get me some poets as managers.' Poets are our original systems thinkers. They contemplate the world in which we live and feel obligated to interpret, and give expression to it in a way that makes the reader understand how that world runs. Poets, those unheralded systems thinkers, are our true digital thinkers. It is from their midst that I believe we will draw tomorrow's new business leaders. --Sidney Harman, CEO Multimillionaire of a stereo components company

Technology/science," "pure/applied," "internal/external," and "technical/ social" are some of the dichotomies that were foreign to the integrating inventors, engineers, and managers of the system- and network-building era. To

Warren Buffett said, "In the past, I've observed that many acquisition-hungry managers were apparently mesmerized by their childhood reading of the story about the frog-kissing princess. Remembering her success, they pay dearly for the right to kiss corporate toads, expecting wondrous transfigurations." Unfortunately, said Buffett, "We've observed many kisses but very few miracles.

Study after study shows that employees leave organizations primarily because of poor relationships with managers, not because of pay, benefits, or other factors. How well you train, coach, empower, and support your people—and whether you show appreciation for the hard work they do each day in the trenches serving customers—makes all the difference not only in retaining your best employees, but also in creating memorable experiences for customers.

Managers like Sporck had no game plan for globalization. He'd just as happily have kept building factories in Maine or California had they cost the same. But Asia had millions of peasant farmers looking for factory jobs, keeping wages low and guaranteeing they'd stay low for some time.

Manigault, like so many plantation managers, came to discover that the always arduous task of controlling enslaved workers took on new dimensions under wartime conditions. His own slaves would teach him that much and more.

Qualified software engineers, managers, marketers and salespeople in Silicon Valley can rack up dozens of high-paying, high-upside job offers any time they want, while national unemployment and underemployment is sky high.

Today, going around human resources and straight to the hiring managers also requires an indirect approach using the Web.

You can't keep changing managers. Every time the players have to adapt to a new strategy and the thinking of the new manager, which is really difficult and takes time.

It is up to us as lawmakers to provide the resources and streamlined processes that will enable our federal forest managers to become the best possible steward of our lands.

'StrengthsFinder 2.0' is an effort to get the core message and language out to a much broader audience. We had no idea how well received the first strengths book would be by general readers - it was oriented more toward managers - or that the energy and excitement would continue to grow.

To have strongly integrated managers who have a deep understanding of technology is a rare and difficult combination to build. You have to invest a lot in selecting and training these people.

It's good that we have good managers like Jose Mourinho and Arsene Wenger in this countr,y but I think we should be trying to send out some of our managers to other countries to help not just the development of themselves but the leagues over here. It can enhance their careers.

I have no problem with anyone's view about what we do, I really don't. Very rarely does it stick in my craw what managers or media outlets say about us.

One of the interesting things I've found is that crunch is the result of crunch culture rather than the result of managers coming and saying, 'Okay, we've gotta work overtime.'

We have become so obsessed with getting rid of people who are burdened with the characterization overhead that we have ended up with organizations where many high-priced knowledge workers and managers are spending as much as a quarter of their time being their own overhead.

Significant organizational learning can't happen in isolation. It always involves the joint participation of a set of middle managers. This requires that they actually talk to each other and listen to each other, rather than just taking turns talking to and listening to a common boss.

The best performance management systems include only essential information, and allow managers and their employees to focus on the work that must be done to ensure success.

There is relatively little emphasis on legal issues and quantitative evaluations, which often distract employees from the critical messages their managers are trying to communicate. What is more, these systems are customized to provoke meaningful discussion between managers and employees about relevant issues that they are dealing with on a daily basis.

Number 1, languages vary in power. Number 2, most managers deliberately ignore this. Between them, these two facts are literally a recipe for making money. ITA is an example of this recipe in action. If you want to win in a software business, just take on the hardest problem you can find, use the most powerful language you can get, and wait for your competitors' pointy-haired bosses to revert to the mean.

We made performance reviews more substantive and serious by changing them to include a measure on each of the Twelve Behaviors, and by requiring that each manager secure his or her boss's approval of each appraisal (see chapter 5