The problem with the bank managers was not that they were malevolent but that they were mediocre.
If I have to tell a guy he's got something to do, I consider myself a failure as a manager.
There's never a benefit to bragging too much about a deal because the only sure thing is that I'm probably going to be dealing with that same general manager or that same person over and over again.
One of the great errors organizations make is shutting down what is a natural, life-enhancing process-chaos. We are terrified of chaos. As a manager, it signals failure. But if you move out of control and into an appreciation of natural order, you understand that the only way a system changes is when it is far from equilibrium, when it moves from the 'quiet' we treasure and is confronted with the choice to die or reorganize. And you can't reorganize to a higher level unless you risk the perils of the path through chaos.
A baseball manager has learned a lot about his job from having played the game, but a parent has not learned a thing from having once been a child.
I actually don't think that I have a problem playing for managers. But history, people might think otherwise.
I've worked hard with my body, just in case someone needs me to play third or short. I'm happy to go back to short, it's my natural position. I'm here to help and here to do whatever the manager wants me to do.
If you want me to rule out ever being Manchester United manager, I can't. Special clubs need special managers, so in theory it could work.
I am very proud and honour-red to be the England manager.
The egotistical ambition to always want to earn more money harms both the company and the individual himself. That is the biggest weakness of many managers - the financial crisis has proven this.
The chance to be a general manager in major-league baseball and for a franchise as storied as this one, probably as storied as the Giants, is great.
I was lying in bed on a Saturday morning, reading the paper, when my phone went. The caller was Rangers director, Jack Gillespie, and he offered me the manager's job at Ibrox. I was flattered but declined with thanks. John Greig was a good friend of mine and I had no intention of being involved in ousting him.
When it comes to being slaves to fashion, American managers make adolescent girls look like rugged individualists.
Business exists to supply goods and services to customers and economic surplus to society, rather than to supply jobs to workers and managers or even dividends to shareholders.
The elites - or managers in companies - no longer control the conversation. This is how insurrections start.
There's a tendency at the senior and middle-manager level to be too big-picturish and too superficial. There is a phrase, "The devil is in the details." One can formulate brilliant global strategies whose executability is zero. It's only through familiarity with details - the capability of the individuals who have to execute, the marketplace, the timing - that a good strategy emerges. I like to work from details to big pictures.
Am I a great manager? Huh. I was blessed to have a front office that found great talent, and then I was smart enough to stay the hell out of their way.
The hyperfast-moving, wired-up, reengineered, quality-obsessed organization will succeed or fail on the strength of the trust that its managers place in the folks working on the front line.
Manager solves problems, leader prevents them.
I have a contract and I refused a lot of opportunities to be the manager of important clubs because I want to stay here. I like this job. I like to be the England manager.
If that makes your lawyers or managers happy, well, good for them. You still have a lot to worry about.
As rich as you think some of us are, for every $18.99 CD you buy, the artist usually sees a toonie or so. Pay your producer out of that. Then your manager. Then split it five ways among your band mates. Now don't act surprised when you see the drummer of a platinum-selling Canadian rock band behind the drive- thru window at Tim Hortons
It's easy to identify many investment managers with great recent records. But past results, though important, do not suffice when prospective performance is being judged. How the record has been achieved is crucial.
The managers at fault periodically report on the lesson they have learned from the latest disappointment. They then usually seek out future lessons.
People think that the art market is about opportunists and hedge-fund managers getting broken art, but what really happened is that there was a new configuration of bourgeois values in the U.S. and an acceptance among the bourgeoisie of contemporary art as an idea. I think that bourgeois people are horrible.
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