I do appreciate that the most important thing as manager is to get good results.
The manager has always shown a lot of faith in me, and the fact that I gave up my home in Barcelona and family in Barcelona to come to Liverpool shows how much faith I have in Rafael Benitez.
I'm an office manager for Office Max. I have two daughters. I'm married. I have a normal Job.
Finance is the art or science of managing revenues and resources for the best advantage of the manager
Me walk away? What? Never. I always believe that I am the best manager in the world. Why should I have to walk out? I have been working 24 hours a day. The players have to adapt to me, to one person. I cannot be a fake Di Canio.
Managers will work for a salary. Entrepreneurs create new businesses. Many people have capital, but instead of making money for business they build houses for rent. It's easy money to collect rental.
The people who know God well - the mystics, the hermits, those who risk everything to find God - always meet a lover, not a dictator. God is never found to be an abusive father or a tyrannical mother, but always a lover who is more than we dared hope for. How different than the "account manager" that most people seem to worship. God is a lover who receives and forgives everything.
The one who actually decided that I should keep my name was my manager, Erv Woolsey.
I reckon there's always a bit of pressure. We put it on ourselves, I think we always feel a bit of pressure because people around us and our manager and stuff call us perfectionists, which I find very hard to take because nothing that we do is perfect.
She's very active. My mom is my manager and handles day-to-day business to keep the DeGarmo machine up and running! She's a huge, huge part of my career and my life.
We have signed with Artemis Records. Originally they were our distributor for 'Group Therapy'. My former manager (Chip Quigley) started a record label (Recon Records) and had Artemis Records as their distributor. Unfortunately, the way the label was run meant that it didn't turn out the way that we thought it was going to be. We simply got into something that was different to what we initially thought
Goodlife was originally a ski management/athlete management company. I have a couple friends who are sponsored for skiing and my manager linked up with their manager. We worked out a deal, because they wanted to branch out into music and culture.
Once we get out on the road, my tour manager who is also my guitar player does a great job of taking weight off of my shoulders where I can just focus on playing the shows.About two hours before every show, the pacing starts and the anticipation builds. I prepare for it just like I would when I used ride bulls, slap yourself in the face, wake yourself up and get your heart going.
A manager says 'go,' but a leader says 'let's go'.
For a large corporation to be effective, it must be simple. For an organization to be simple, its people must have self-confidence and intellectual self-assurance. Insecure managers create complexity, real leaders do not clutter.
I did tons of theater in school, and then when I was 16 and got my driver's license, I started driving to Los Angeles, along with my friend Eric Stoltz, who was a year ahead of me and was doing the same thing. So we had the same manager, and we started auditioning for things and doing commercials when we were 16.
If you have managers reporting to managers in a startup, you will fail.
There is one thing of which I can assure you. If good performance of the fund is even a minor objective, any portfolio encompassing one hundred stocks (whether the manager is handling one thousand dollars or one billion dollars) is not being operated logically. The addition of the one hundredth stock simply can't reduce the potential variance in portfolio performance sufficiently to compensate for the negative effect its inclusion has on the overall portfolio expectation.
What I find very interesting about the mutual funds managers is that here are people who are the new masters of the universe. They're managing billions, yet they're subject to this quiet daily tyranny of numbers.
As a manager, you are important sometimes, and you make mistakes, but the most important people are your staff and your players. Never call me 'the special one!'
It's unfortunate when an athlete's talent comes with so little forethought or leadership [...] The Falcons need to start over. If next year's team ends up being young and hungry but fairly average, the last thing you want as a general manager or coach is to have a blowhard cornerback whining about his contract leading the charge, no matter how good he is.
The most successful executives are often men who have built their own companies. Ironically their very success frequently brings to them and members of their families personal problems of an intensity rarely encountered by professional managers. And these problems make family businesses probably the most difficult to operate.
In my first career I had founded my own company, with a group of MIT professors, before coming to Harvard to finish my doctorate, and so I had a deep respect for the brains, talent, and dedication of managers. That made it hard for me to believe the attributions in the business press that stupid management was to blame. So I looked elsewhere for an explanation.
To prop up the stock price, managers have to turn down the screws on everybody. That forces them to cancel all the projects that would lead to future growth in order to drop money to the bottom line. This is HP's dilemma today. Once a company's growth has stopped, the game as we have known it is over. It's a scary thing.
Disruptive technology is a theory. It says this will happen and this is why; it's a statement of cause and effect. In our teaching we have so exalted the virtues of data-driven decision making that in many ways we condemn managers only to be able to take action after the data is clear and the game is over. In many ways a good theory is more accurate than data. It allows you to see into the future more clearly.
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