Managers Quotes
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The England manager job is not for me - I'm very happy wih what I'm doing in French football for now.
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Why would you want to stay manager and be second-guessed by me when you can come up into the front-office and be one of the second-guessers?
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The staff, stage managers, ushers all behaved as if they respected the actors.
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I need to be out earning. I can make more in two hours at a card show than I did [as a minor-league manager] all year.
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Managers should understand there are some simple things they can do tomorrow that will make a big difference in their culture, but so few managers do them.
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I just hope he doesn't frighten the players 'cos they're frigtened enough right now.
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To be a good boss, you must be transparent. Theres a correlation between worker happiness and workplace transparency. Leaders and managers who offer transparency will earn the respect and devotion of their team.
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I believe one of the best things about managing people is that we can influence lives in a positive way. That's basically what a manager is about. When I can do that, I am very happy.
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Records, radio, television, movies, magazines-all are monopolized by the money managers who are guided by one ethic, the words wealth and power.
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I always thought that it's important to have other things, not just work, and I often even suggested my managers take some time off and come back fresh and ready to fight again.
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There were certainly those who rubbed their eyes in astonishment. But when we held a company discussion forum with Joschka Fischer, interest was high. Six hundred senior managers came to the meeting. In the end, there was tremendous applause for Fischer, because he offered a precise analysis of the challenges our industry faces worldwide.
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Managers focus on short-term goals versus opportunities or challenges coming down the road.
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I think that many managers we meet do take their roles as leaders very seriously and do a lot for their people. And they try to hone their skills by reading books and attending training. But then again, the number one problem is we get busy. We tend to forget that collectively we can accomplish more than we could ever do alone, and we need our people to feel a part of a positive, productive culture.
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It is especially important for managers to know about, neuroplasticity, the greatest discovery in neuroscience in the past 20 years. It refers to the fact that the brain is remarkably plastic. It can grow and change for the better throughout life. In fact, "plastic" denotes the brain's ability to grow and change throughout life.
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When it comes to being slaves to fashion, American managers make adolescent girls look like rugged individualists.
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A good chef has to be a manager, a businessman and a great cook. To marry all three together is sometimes difficult.
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The manager administers; the leader innovates. The manager has a short-range view; the leader has a long-range perspective. The manager asks how and when; the leader asks what and why. The manager has his eye on the bottom line; the leader has his eye on the horizon. The manager accepts the status quo; the leader challenges it.
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I think managers have realized that most software people are slightly brain damaged, that they're off on their own planets.
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That's all baseball is, is numbers; it's run by numbers, averages, percentage and odds. Managers make their decisions based on the numbers.
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Anything that I wanted to do in my career that I wanted to do always worked out. The stuff I got talked into always failed. All the stuff I was talked into, by brilliant managers, because it always came down to, "Know how much money you'll make?" And then it would just fail.
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Managers are important: they are leading the company and guiding and have to provide vision and manage the daily business.
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I say get an education. Become an electrician, a mechanic, a doctor, a lawyer, anything but a fighter. In this trade, it's the managers that make the money and last the longest.
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Leaders have followers, managers have employees. Managers make widgets, leaders make change.
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... Any pension fund manager who doesn't have the vast majority-and I mean 70% or 80% of his or her portfolio-in passive investments is guilty of malfeasance, nonfeasance or some other kind of bad feasance!
