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Many financial and industrial companies have been bailed out with the public's money, but very few of those who had run those companies have been punished for their failures. Yes, the top managers of those companies have lost their jobs - but with a fat pension and mostly with a handsome severance payment.
Statistics suggest that when customers complain, business owners and managers ought to get excited about it. The complaining customer represents a huge opportunity for more business.
The inability to delegate is one of the biggest problems I see with managers at all levels.
There are people who are really good managers, people who can manage a big organization, and then there are people who are very analytic or focused on strategy. Those two types don't usually tend to be in the same person. I would put myself much more in the latter camp.
The biggest cowards are managers who don't let people know where they stand.
If you don't like the idea that most of the money spent on lottery tickets supports government programs, you should know that most of the earnings from mutual funds support investment advisors' and mutual fund managers' retirement.
Managers who don't lead are quite discouraging, but leaders who don't manage don't know what's going on. It's a phony separation that people are making between the two.
As a whole, the managers today are different in temperament. Most have very good communication skills and are more understanding of the umpire's job. That doesn't mean they are better managers. It just means that I perceive today's managers a bit differently.
Mathematicians are like managers - they want improvement without change.
You can teach all sorts of things that improve the practice of management with people who are managers. What you cannot do is teach management to somebody who is not a manager, the way you cannot teach surgery to somebody whose not a surgeon.
Stop being conned by the old mantra that says, 'Leaders are cool, managers are dweebs.' Instead, follow the Peters Principle: Leaders are cool. Managers are cool too!
The world isn't fast-paced, it's frenetic. People have to be managers of themselves. Time has been managing itself for 15 billion years; we have to manage ourselves in the context of time.
Computers are wasteful of paper and time. Once, we'd get documents with a few errors. Now, people make hundreds of copies until each sheet is flawless and memos are duplicated endlessly. Managers get swamped with emails.
Museums are managers of consciousness. They give us an interpretation of history, of how to view the world and locate ourselves in it. They are, if you want to put it in positive terms, great educational institutions. If you want to put it in negative terms, they are propaganda machines.
Managers today have to do more with less, and get better results from limited resources, more than ever before.
Companies and managers that find a way to harness social media stand to gain.
We're living under the Obama economy. Any CEO in America with a record like this after three years on the job would be graciously shown the door. This president blames the managers instead. He blames the folks on the shop floor. He blames the weather.
Leaders are people who do the right thing; managers are people who do things right.
After costs, only the top 3% of managers produce a return that indicates they have sufficient skill to just cover their costs, which means that going forward, and despite extraordinary past returns, even the top performers are expected to be only as good as a low-cost passive index fund. The other 97% can be expected to do worse.
A cardinal principle of Total Quality escapes too many managers: you cannot continuously improve interdependent systems and processes until you progressively perfect interdependent, interpersonal relationships.
You got to be rigorous in your appraisal system. The biggest cowards are managers who don't let people know where they stand.
To make flexibility work, it is not only necessary to change our attitude about who is a good worker and who is not, but we have to train managers at all levels to recognize the difference between the number of hours worked and the quality of work produced.
Madeleine M. Kunin
More and more, in any company, managers are dealing with different cultures. Companies are going global, but the teams are being divided and scattered all over the planet.
Managers will tell people what to do, whereas leaders will inspire them to do it, and there are a few things that go into the ability to inspire.
The free market is at its best when everybody works in a fish bowl and tells you their point of view... The hedge funds and portfolio managers have a right to do this... We've muted the analysts and their presence in the system.
Martin Luther King, Jr.
C. S. Lewis
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