Managers tend to treat organizations as if they are infinitely plastic. They hire and fire, merge, downsize, terminate programs, add capacities. But there are limits to the shifts that organizations can absorb.
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.
These managers all know their onions and cut their cloth accordingly.
Introverts listen better, they assess risks more carefully, they can be wiser managers. It's not for nothing that the Silicon Valley billionaires are so often the retiring types.
A federal Voters' Bill of Rights could press the states to put non-partisan managers in charge of elections.
My agents and managers deserve a special Emmy award for scheduling.
The Macintosh having shipped, his next agenda was to turn the rest of Apple into the Mac group. He had perceived the rest of Apple wasn't as creative or motivated as the Mac team, and what you need to take over the company are managers, not innovators or technical people.
I was often misquoted. I was supportive of my managers, even though they all may not think so.
Teams buy players and change managers if they feel they need change at the club.
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.
Managers in all too many American companies do not achieve the desired results because nobody makes them do it.
Of the 25 songs we've recorded there were 24 that we wanted to have on an album. That wouldn't have worked. So when one of our wise managers suggested the idea of considering two different album, it cleared the way for us.
I think all managers have to be so demanding.
I've never wanted to play bank managers and real people particularly.
What America is thirsting for now is a battalion of strong, down-to-earth 'doers' - managers, frontline activists, business and social entrepreneurs engaged in tackling America's manifold problems of unemployment, education, and competitive slouch.
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.
At almost forty years old, I assumed my career on camera was over. And I was certainly given that message by all the TV managers and news directors who passed on me when I was trying to get a job back in the business.
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.
We don't have as many managers as we should, but we would rather have too few than too many.
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 staff, stage managers, ushers all behaved as if they respected the actors.
'StrengthsFinder 2.0' is an effort to get the core message and language out to a much broader audience. We had no idea how well received the first strengths book would be by general readers - it was oriented more toward managers - or that the energy and excitement would continue to grow.
Managers, regardless of salary, should not be allowed to earn or use comp time. They are expected to work as many hours as needed to get the job done - especially at these salary levels.
Managers develop organisations; leaders develop people.
All managers are under pressure. It's our life, always. It's about how we manage the pressure, the victory, we have to manage everything, even me - the bookmakers put me under pressure every time!
I always thought there were some people who were just destined to be disengaged in their jobs because that was their personality, and no matter how hard managers tried, there wasn't much they could do with some of those people.
MF Global used to be known as Man Financial, and it had a reasonably good reputation. It did a humdrum business placing commodities trades for fund managers as well as farmers, grain dealers and others whose livelihoods depend on the vagaries of commodity prices.
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.
I'm making a case against how money managers are handling customers' money. The objective of the customer is not being met if the fund managers are diversifying their assets into hundreds of businesses. If they do this, they are typically performing close to the indexes. But that's not the way wealth is created.
Our managers need to have a strong integration of managerial skills and technical understanding. One cannot substitute for the other.
Economists have the same occupational hazard as baseball managers and football coaches: Every person on the street knows their job better than they do.
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.
Managers are important: they are leading the company and guiding and have to provide vision and manage the daily business.
Oh, the relationship with actors and managers and agents and things is a terrible problem sometimes.
During the final two weeks of training, our students work simulated game situations in which our staff members role-play as players, managers, and coaches. They are given immediate feedback following each camp game.
Left-wing shareholder activists seek to leverage the mass economic power of institutional investors such as pension funds, whose managers are supposed to focus strictly on their fiduciary responsibilities to retirees.