Quotes of All Topics . Occasions . Authors
When you're doing a film, your agent and manager spend hours - days - talking about contractual obligations. If you turn up for work and ask for a peeled grape on top of foie gras but you don't get it, you can't get annoyed.
Friends of friends had bands in college or in their early 20s and had a moment where they had some kind of interest from a record label or manager. It's always interesting how people handle those decisions and those moments.
It is a pleasure to play under Jose Mourinho, and everything is OK. I learn every day. He is a normal coach. He speaks a lot with the players. I like it when the manager speaks a lot with you because it gives you confidence.
You can't always wait for the guys at the top. Every manager at every level in the organization has an opportunity, big or small, to do something. Every manager's got some sphere of autonomy. Don't pass the buck up the line.
If I have a really bad cook or a bad manager or bad sous-chef, I previously would have fired them or lost my temper. But now I realize that if I'm so right, then I should be able to communicate it so clearly that they get it.
I never answer if someone knocks on my door and only the band and my manager have my phone number. In any case my phone doesn't ring so I never notice it. I occasionally just walk past and pick it up to see if anyone's there.
Wrestling is a very demanding thing. But you're also your own manager. You book your own rental cars, you book your own hotels. You carry your own bags. Your day begins as soon as you wake up, and it ends when you get to bed.
They wanted to jump on their own bandwagon. Bobby Charlton had never made it as a manager. Bobby Moore hadn't either. I think they never stopped trying to put me in the same category. That was the road they went down with me.
We were developing an innovative Personal Information Manager called Chandler but a couple years ago I took off from that to do a project writing down my memoirs essentially, reminiscing about the development of the Macintosh.
The manager sits down with me; I sit down with the board. We assess the success of the year. The manager assesses whose coming through the academy system. His job is to look at what is happening in European and world football.
I'm a big baseball fan, and I feel proprietary about the Dodgers. I'm not the owner. I'm not the manager. But I feel passionate about the decisions that they make, and I take it personally when they make decisions I don't like.
I was not a project manager who was managing and executing the day-to-day operational work of building HealthCare.gov. I didn't have the kind of comprehensive, detailed, deep knowledge of that project that a manager would have.
Often, investors will discover a manager after he's had a terrific run, usually when he lands on a magazine cover somewhere. Invariably, funds swell up with new investor money just before they revert to their long-term averages.
Every time I sit with our general manager at a baseball game, and there's number-cruncher and statistician guy - I'm sitting around - they start talking about stuff, and I say, 'What's that? I've never heard of that one before.'
I grew up in St. Louis, Missouri. I lived in Grand Blanc, Michigan for a year and that's when I got involved in acting and took classes there. A manager who saw me at the agency I was at in Michigan wanted me to come out to L.A.
My first manager, he had left Germany when he was five, but he would joke about the Nazis. And I'd laugh, but I'd look at him, and he was the first one who told me, 'You know, funny is a powerful thing; it's a wonderful weapon.'
I just think to be a manager you've got to live and breathe and have this incredible enthusiasm for football, the whole thing. And while I love the game, and it's been a large part of my life, it's not the only thing in my life.
When you are a player, a footballer, or a manager of a great club like Chelsea, you must play to win. To win. To win the title. Or to fight and, at the end, to compete with the other teams to win the title and reach your targets.
Five minutes before I went on, I looked at my manager and said, I'm going to get booed. I know it's going to happen. And you're responsible because you put me on here. It was horrible. I've never been more hurt in my entire life.
Luckily for me, Hereford restarted their youth team. I trained a few times with the first team before my first stroke of luck, when the club's youth team coach Pete Beadle, someone who knew me well, became the first-team manager.
Being general manager is like being the de facto owner. It's like wearing the crown of 'Restaurant Man' without being 'Restaurant Man.' You're trying to run the business, but you're running the ranch without riding the big horse.
That didn't happen. Still, I had six pretty good years and one where I didn't reach what I wanted for myself or the club. I don't accept that makes you a bad manager or a poor coach. If that is the view I strongly disagree with it.
Dad was a retired hedge fund manager who made enough millions to retire and focus on my game. Before that, he was on the 1984 U.S. Olympic swimming team. No medals. He was accustomed to winning at everything, but no medals in 1984.
I started out as a child actor. Back then, I didn't have a manager or company, and I couldn't even dream of having a stylist. My mom made and bought the clothes I would wear. I think that was probably when I first got into fashion.
I've always valued the input of the people I love. So in the past, whenever I'd make a decision - what to wear to an event, whether to pursue a job opportunity - I'd consult those closest to me, like my mother, husband, or manager.
I was fortunate to play with so many wonderful footballers and under the greatest manager of all time, but I do believe that a club's ethos, the principles of how it plays, should outlive even the biggest individuals in its history.
A manager has to convince his hitters that they have to get on base for the next guy and that no player can do it by himself. Sometimes that isn't easy. In the playoffs, you can get into trouble because everybody wants to be a hero.
Managing can be more discouraging than playing, especially when you're losing because when you're a player, there are at least individual goals you can shoot for. When you're a manager all the worries of the team become your worries.
Thinking back to how it fell apart for Mourinho at Chelsea, I do have some sympathy for him. At most clubs it is the manager who determines the long-term stability of the players but at Chelsea it seems very much the other way round.
I think I'm always willing to learn and listen to the coaches and the manager and listen to the advice of the players in the team as well, so whenever I get the advice, I try to take it on board and just try to help myself get better.
Maybe Klopp is the best manager in the world at creating teams who attack the back four with so many players, from almost anywhere on the pitch. They have an intensity with the ball and without the ball, and it is not easy to do that.
I've won something like 27 trophies in my lifetime. There are people out there who are very good players and yet they've won nothing. I won 10 trophies in three different countries as a manager: I've got nothing to prove. I've done it.
The Gruden-McVay relationship goes all the way back to 1970. John McVay and my dad are best of friends. My dad continued to work with McVay as a 49er. When John McVay became the general manager, he hired my dad to be one of his scouts.
Even though my dad was a manager in the minor leagues, I still traveled around with him and saw it from the field out. Now, as an owner, you're kind of looking from the whole baseball activity from outside in, from a fan's perspective.
It is the role of the manager to keep information and dialogue about engagement active over the course of the year. To build a highly engaged team, the quality of managers that an organisation puts in front of their people is important.
The best incarnation of The Four Horsemen was undoubtedly the unit comprised of Ric Flair, Barry Windham, Arn Anderson and Tully Blanchard, along with talented manager JJ Dillon, which will be inducted into the WWE Hall of Fame in 2012.
When I was a player, you only left the club if they wanted to get rid of you. That was your team - if you were at West Ham, you didn't leave until the manager wanted to replace you. You didn't think about playing for Arsenal or Chelsea.
I like it when I am in the middle; I am closer to the ball. The manager wants me to pass, to make assists, create chances, and I do more because I think the position is more central, and I don't ask all the time for the ball at my feet.
I remember when replay first came to TV. I can't remember who it was now, but a manager came out to beef about a call, and I ran him. He said he was going back into the clubhouse and watch replay. I told him, 'Go ahead. I am the replay.'
I actually auditioned for 'Nashville' while shooting on another project located in Boston. I had a couple weeks off from shooting and decided to go back to L.A. While I was there, my manager suggested I go in for the role on 'Nashville.'
I have a business manager and a book-keeper who deals with our household bills. My husband and I sit down with her for a weekly report on how much money is going out, but I'm not terribly interested, and I don't have the patience for it.
One classic mistake is when people give the impression that they just want a job, not this job or this company in particular. From a hiring manager's perspective, you're looking for someone who is excited about this role or this company.
When I was sent the script for 'Homeland,' I didn't think anything of it. Three months later, my manager rang and said: 'They are interested in you.' I read it and I realised, 'Yes, I do want this.' Then I got an email saying I'd got it.
I was nine or 10 years old and my father was sacked on Christmas Day. He was a manager, the results had not been good, he lost a game on December 22 or 23. On Christmas Day, the telephone rang and he was sacked in the middle of our lunch.
When I was 13, I used to go to a jazz club. The owner of the club became my first business manager. She was very gutsy and had a lot of friends, one of whom happened to be the head of jazz at Columbia at the time. That's how it all began.
The accumulation and cross-generational transmission of wealth in the United States has gone way too far. When a young hedge-fund manager can take home a sum reminiscent of the gross national product of a small country, something is askew.
I was imagining a long life of being a stone cold loser. Then I got a job, which was really nice, then I got a great agent, a great manager, which was really nice. I was doing a lot of set ups, and, you know, I got to start working in L.A.
My finances have been decimated by a group of people, such as my ex-attorney, my ex-business manager, and an estate planner, specifically. And they have conspired together to - to co-op my corporations, put in trustees without my knowledge.
I have learned a ton about inventory, co-packing, wholesaling, end caps. All these concepts are easy to breeze by in what I do for a living or assume that there is a marketing manager or specialist in one of our companies that handles that.
I've got a business manager and he'll just come right out and say, 'It wasn't the best part for you,' or 'It was okay, but I've seen you do better.' So when he does say, 'Wow that was great!,' then I know that he means it and it's something.