Quote of the Day
Leaders are people who do the right thing; managers are people who do things right.
You got to be rigorous in your appraisal system. The biggest cowards are managers who don't let people know where they stand.
It's a great story for us whenever an entrepreneur makes a crazy amount of money and we get to tell the world about it. For the entrepreneur? Not so much. Hitherto unknown relatives, entrepreneurs seeking angel investments, money managers and supposed baby-mamas all come out of the woodwork with dollar signs in their eyes.
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.
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.
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.
Strong managers who make tough decisions to cut jobs provide the only true job security in today's world. Weak managers are the problem. Weak managers destroy jobs.
The inability to delegate is one of the biggest problems I see with managers at all levels.
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.
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
I know that every time I list something that I am, I am potentially alienating a whole group of people. Publicists and managers will encourage you not to say what political party you belong to, what you eat, what you don't eat, who you sleep with and all that stuff.
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.
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.
Managers today have to do more with less, and get better results from limited resources, more than ever before.
Leadership experts and the public alike extol the virtues of transformational leaders - those who set out bold objectives and take risks to change the world. We tend to downplay 'transactional' leaders, whose goals are more modest, as mere managers.
I think that, too many times, business has been seen as acting in its narrow self-interest rather than, essentially, contributing more broadly to society. I think a lot of that is unintentional; I don't think that many managers are deliberately trying to be unethical or are not trying to be sensitive to social needs.
I'm constantly amazed that owners and managers of all businesses don't train their people to call the person who pays by credit card by name. It definitely makes the customer feel good and will be a factor in bringing them back to your place of business.
Vision is dandy, but sustainable company excellence comes from a huge stable of able managers.
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.
A sportswriter's life means never sitting with your wife or family at the games. Still working after everyone has gone to the party... Digging beneath a coach's lies, not to forget those of athletic directors and general managers and owners of pro teams. Keeping a confidence. Risking it.
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.
My main regret about my years in football was keeping my mouth shut like a little mouse, not daring to speak out because I was told you left the managers to get on with the job and that the chairman must never interfere with the manager's decisions or the performance of his team.
I've learned you don't always listen to your agents and managers. Sometimes they know nothing.
The biggest cowards are managers who don't let people know where they stand.
Trying to get the talk show, looking back on it, we had to beg a lot of station managers to pick up the show because people thought no one would watch it because I'm openly gay.
John F. Kennedy
A. P. J. Abdul Kalam
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