Manager Quotes

Manager Quote of the day

I wouldn't say I was the best manager in the business. But I was in the top one.

Some years ago there was a study to discover the most stressful occupation. It turned out not to be the head of a large business, football manager or prime minister, but rather: bus driver.

A good manager is best when people barely know that he exists. Not so good when people obey and acclaim him. Worse when they despise him.

Talent is the multiplier. The more energy and attention you invest in it, the greater the yield. The time you spend with your best is, quite simply, your most productive time.

If I had to sum up in a word what makes a good manager, I'd say decisiveness. You can use the fanciest computers to gather the numbers, but in the end you have to set a timetable and act.

If I Had To Sum Up In One Word The Qualities That Make Up A Good Manager, I'd Say Decisiveness.

The one word that makes a good manager - decisiveness.

For a manager to be perceived as a positive manager, they need a four to one positive to negative contact ratio.

Reading a book about management isnt going to make you a good manager any more than a book about guitar will make you a good guitarist, but it can get you thinking about the most important concepts.

I got even with all the bad management I had by being a good manager

Every good leader is part manager and every good manager is part leader.

And, we have no such thing as a budget anymore. Our manager freaks when we show him the bill. We're lavish to the bone, but all our money goes back into the product.

To be a good manager of people requires both fairness and bluntness.

I like to think that I've been a good manager. That fact has been very instrumental in making Linux a successful product.

A manager doesn't hear the cheers.

I never thought I was a very good manager.

A passive mindset "manages" to live with mediocre, but an active mindset "leads" to change until excellence results.

In managers, I look for people who can get things done through other people. The most important thing for a good manager is that the people on his team feel like he or she has integrity.

My most romantic job: I was a manager at Baskin-Robbins.

I found that competition was supposed to be a menace and that a good manager circumvented his competitors by getting a monopoly by artificial means.

When rewards come from an external source instead of an internal source, they’re unreliable, which means they’re dangerous if you grow to depend on them.

True leaders live their values everywhere, not just in the workplace.

Human behavior is only unpredictable and dangerous if you don’t start from humanity in the first place.

Imagine a world where what you say synchs up, not sinks down.

Why live my personal values at work? This is an excellent question to ask. If your attorneys are planning an insanity defense.

Here’s what you need to know most about leadership: Lead your own life first. The only thing in this world that will dependably happen from the top down is the digging of your grave.

The myth of management is that your personal values are irrelevant or inappropriate at work.

It’s impossible for a company to get what it wants most if managers have to make a choice between their own values and company priorities.

Try not to take this the wrong way, but your brain is smarter than you are.

A manager’s emotional commitment is the ultimate trigger for their discretionary effort, worth more than financial, intellectual & physical commitment combined.

You can stuff yourself with emotional fulfillment until it’s dribbling down your chin & your ego will quickly chomp it down and demand more.

Your dreams and the dreams of your company may be different, but they are in no way incompatible.

Providing the ultimate solution to work/life balance: not escaping from work but living the way you want to at work.

Your company really has to work for you before you’ll really work for your company.

What companies want most from their managers is what they most stop their managers from giving. What managers want most from their jobs is what they most stop themselves from getting.

Most managers have plenty of emotional commitment to give to their jobs. If they can be convinced it’s safe and sensible to give it.

What managers want most from companies they stop themselves from getting.What companies want most from managers they stop them from giving.

This is your one and only precious life. Somebody’s going to decide how it’s going to be lived and that person had better be you.

A manager’s emotional commitment is worth more than their financial, intellectual and physical commitment combined.

Emotional commitment is a personal choice. Managers understand this even if their companies don’t.

The company may have captured their minds, their bodies and their pockets, but that doesn’t mean it’s captured their hearts.

Values are deeply held personal beliefs that form your own priority code for living.

Success means: I want to know the work I do means something to somebody and helps make the world, if not a Better place, not a worse one.

The question is not how to get managers’ emotional commitment but why manager’s don’t give it even if they like their company.

The heart of a company’s performance is hardwired to the hearts of its managers.

Do you think your people struggle with being true to themselves? Do their values match up with their work?

Hard-core results come from igniting the massive power of emotional commitment. Are your people committed?

When you don’t know what true for you, everyone else has unusual influence.

Human beings are wired to be more reactive to threats than to rewards.

Ex-Fidelity mutual fund manager Peter Lynch was certainly brilliant in one respect: he knew to get out when the gettin' was good.