Managers Quotes
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The key to management is to get rid of the managers.
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Bad ballplayers make good managers.
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There is only one condition in which we can imagine managers not needing subordinates, and masters not needing slaves. This condition would be that each inanimate instrument could do its own work.
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I took a dozen of our top managers to Argentina, to the windswept mountains of the real Patagonia, for a walkabout. In the course of roaming around those wild lands, we asked ourselves why we were in business and what kind of business we wanted Patagonia to be. A billion-dollar company? Okay, but not if it meant we had to make products we couldn't be proud of. And we discussed what we could do to help stem the environmental harm we caused as a company. We talked about the values we had in common, and the shared culture that had brought everyone to Patagonia, Inc., and not another company.
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When John (Giles) was manager of Ireland, much as he loved me, he still dropped me.
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The (House) managers spent much of their time last week explaining to you why, if only witnesses could be called, you would be able to resolve all of the supposed conflicts in the evidence.
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Just as you would not permit a fellow employee to steal a piece of office equipment, you shouldn't let anyone walk away with the time of his fellow managers.
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AIG was and is a solid company that didn't need to cheat. It finds itself in this position solely because some senior managers thought it was acceptable to deceive the investing public and regulators.
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There's a slight problem with the majority counsel's epiphany as it has been passed down to the managers and then to you.
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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.
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Whenever someone is subjected to the control of others, it is essential for them to understand the people in power. In most organizations, workers understand the managers much better than the managers understand the workers.
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There are no managers like there used to be managers.
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The evidence in this case speaks for itself, ... Top managers knew market timing was harming buy-and-hold investors but they condoned and facilitated it because it was a lucrative source of management fee revenues.
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We made some mistakes. We had some managers we didn't like and had to get rid of, and that cost some money. Stuff like that. But overall, we did really well.
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Perhaps, therefore, ideal stage managers not only need to be calm and meticulous professionals who know their craft, but masochists who feel pride in rising above impossible odds.
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I'm a big micro manager; I'm a stickler about organisation; everything needs a place, a purpose, and micro managing myself even when I'm in the studio.
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Actors were exploited no less by the capitalist managers than they were by the state.
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I used to own Jimi Hendrix’s manager’s Shelby Cobra. Then Customs and Excise took it because the duty hadn’t been paid.
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Over the years, George has been one of the most successful equity portfolio managers in the financial services industry.
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I think they've gotten too far away from having managers make decisions. I'm not criticizing commissioners. I'm just critiquing their platform for decision-making.
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These people vary from some of our senior managers who are helping getting the project office set up to construction workers.
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The elites - or managers in companies - no longer control the conversation. This is how insurrections start.
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WHILE I THINK the reasons for postmortems are compelling, I know that most people still resist them. So I want to share some techniques that can help managers get the most out of them. First of all, vary the way you conduct them. By definition, postmortems are supposed to be about lessons learned, so if you repeat the same format, you tend to uncover the same lessons, which isn’t much help to anyone.
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Brian Walker and David Salt have written a thoughtful and powerful book to help resource users and managers put resilience thinking into practice and aim toward increasing the sustainability of our world. I urge public officials, scholars, and students in public policy programs to place this volume on their list of must-read books. It is a powerful antidote to the overly simplified proposals too often offered as solutions to contemporary problems at multiple scales.
