Quotes About Managers

You, your employer and your plan's investment managers fail to follow even the most basic rules of investing. You overtrade, chase performance, do not think long term. All of you - All Of You - have done a horrible job managing your retirement plans.

Oh, the relationship with actors and managers and agents and things is a terrible problem sometimes.

We have a terrific team, and our managers are terrific managers, but we have made it too complicated for them and too complicated in a way that they just can't do an excellent job in many cases when it comes to the customer experience.

People work harder, longer, and more creatively if they are motivated by the intrinsic pleasure of their work. Managers must do everything they can to make the value of jobs obvious and the joy in them accessible.

A managed democracy is a wonderful thing... for the managers... and its greatest strength is a 'free press' when 'free' is defined as 'responsible' and the managers define what is 'irresponsible'.

Because we weren't having success finding a CEO, our investors insisted that we hire these managers a temporary CEO and CFO. That didn't go great.

It is an illusion that once upon a time managers could make their direct reports do whatever was needed. Nobody has ever had enough authority—they never have and never will. Organizational life is too complicated for that.

Sheila realized that pressuring the hotel managers would probably not work, so she changed her ideas about the target: "We need to put the fight where it belongs." The team told the hotel managers that they "would go to the owners and make the case." This did the trick, and the managers promised to provide secondary support.

And that's when manager Eddie Sawyer called for Roberts to pitch relief and the Dodgers' manager Charlie Dressen called in Don Newcombe to match up. Talk about a different time: Roberts and Newcombe had pitched the day before. They were on zero days rest

We have not provided our frontline supervisors and managers and individuals with the proper procedures that would allow them to use their common sense.

Managers can make themselves look strong by selling or dropping players, but if the move doesn't work, the choice looks flawed.

I've never had a problem with Jesus. In fact, I'm pretty sure he's just the kind of guy you'd always want to have around. But I have had a big problem with his agents, publicists, and managers. They've abused his message for power and converted moldable, excited people into bullied believers and followers.

I've seen managers come in and lose the first game, you're on the back foot straight away.

The onus is on the managers to send out an attacking formation and to tell their players to be bold.

I don't like to make comparisons between former managers because they all bring a unique style.

I had many good managers: Wim Jansen, Martin O'Neill, Frank Rijkaard, and Alex Ferguson, to name just a few.

Managers lose more than they win until they get to the big 10 clubs; then, they start winning a bit more than they lose.

The old adage that you shouldn't change a winning team doesn't apply in modern international football because managers have to study the opposition and pick players who exploit their weaknesses.

Our managers hadn't had that kind of success - the record company hadn't, we hadn't - and the feeling was that the next record had to be even bigger, and if it wasn't it would be some kind of failure.

Much of what we are told to read and watch, we simply don't remember. The Information Age has created a stickiness problem, but Leventhal and Wonderman's examples suggest that there may be simple ways to enhance stickiness, and systematically engineer stickiness into a message. This is a fact of obvious importance to marketers, teachers, and managers.

Accountants are in the past, Managers are in the present, and Leaders are in the future." - combine to rise up SUCCESS -

The only other reason the thing held together back then is that from the very start we would get all our managers together once a week and critique ourselves—that was really our buying organization, a bunch of store managers getting together early Saturday morning, maybe in Bentonville, or maybe in some motel room somewhere.

What has carried this company so far so fast is the relationship that we, the managers, have been able to enjoy with our associates. By "associates" we mean those employees out in the stores and in the distribution centers and on the trucks who generally earn an hourly wage for all their hard work. Our relationship with the associates is a partnership in the truest sense.

What followed became known as "the exodus." First, a whole group of senior managers who had been part of Ron's team—our financial officer, our data processing manager, the guy who was running our distribution centers—all walked out behind him. You can imagine how Wall Street felt about that.