Quotes About Managers

When you are young, you always want to improve, to work with great managers - and Arsene Wenger is one of the best in the world.

Managers are never appreciated when they're in the job.

I've played for managers who said one thing and did another and players find you out like that. You've got to trust them and they've got to trust you.

Sometimes when I'm watching managers on television and I see all that anxiety I realise that I don't miss the job as much as I thought.

The two managers I worked under longest are Gerard Houllier and Rafa Benitez. I have so much respect for the two of them.

Young English managers don't get enough time, young black managers aren't given enough time, there are a lot of reasons why.

For a lot of young managers, especially those who have not played at the top end of the game, there is also a financial need to work. Some of them could find employment in another field, but you can't beat making a living out of something you really enjoy doing.

That is something a lot of managers want to do - they bring their own people and do everything their own way.

Football is like this. The better the team you play for, the more fans follow you and there are millions of coaches and managers around the world! Some of them understand football one way; some of them have another opinion.

If other managers are going to say things I can't legislate for that, that's their opinions.

At the end of the day, I have a lot of ideas. I cannot give them to clubs I play for because they have their own ideas - their own sporting directors, their own general managers - of what they want to do. When you have your own ideas, the only way you can execute them is to get a club yourself.

These days, managers are little more than peers with additional administrative responsibility. Sucking up to them is not a good use of your time.

We are long-term players in the industry. We're not just crazy and emotional. We try to be logical business managers.

Vision is dandy, but sustainable company excellence comes from a huge stable of able managers.

Ask managers or salespeople, "What's the biggest mistake you can make?" and often they'll say, "Asking for too much." But they're wrong—because in reality, the biggest mistake you can make is to ask for too little.

Something I know about seemingly confident people, and especially people who work in large companies, is that often they're more afraid of making a mistake than they are of wanting to do something right. (That's especially true for managers or CEOs in their mid-forties, and even truer if they're men.) That's because they're afraid of being pounced on if things go badly and afraid of the hit their self-esteem will take if they screw up.

Getting the best is about building a culture of trust, connection, growth, and service. That culture is sustained and enlivened by its managers one person at a time, one interaction at a time. That's employee engagement.

in truth, the engaged culture lives and dies in the moment-to-moment decisions and behaviors of supervisors and managers. So it only stands to reason that engagement can be born anywhere inside the company.

He notes that the policies established to solve a problem will often exacerbate the problem, creating a downward spiral: As a problem gets worse, managers apply even more aggressively the very policies that are causing the problem.

Since the beginning of business history, managers have come to realize their competitiveness depends on being able to find, develop and retain top talent

People come to work to succeed. It's our responsibility as managers to support them so that they do. Every person has the right to succeed every time they do their job, and they also have the right to have a successful career.

Although external changes can be the problem, the greater threat to strategy often comes from within. A sound strategy is undermined by a misguided view of competition, by organizational failures, and, especially, by the desire to grow. Managers

Programs in operational effectiveness produce reassuring progress, although superior profitability may remain elusive. Business publications and consultants flood the market with information about what other companies are doing, reinforcing the best-practice mentality. Caught up in the race for operational effectiveness, many managers simply do not understand the need to have a strategy. Companies

Managers receiving hundreds of thousands a year—and setting their compensation for themselves—are not being paid wages, they are appropriating surplus value in the guise of wages.