Quotes of All Topics . Occasions . Authors
We need business leaders who have a respect for technical issues even if they don't have technical backgrounds. In a lot of U.S. industries, including cars and even computers, many managers don't think of technology as a core competency, and this attitude leads them to farm out technical issues.
The whole enterprise of teaching managers is steeped in the ethic of data-driven analytical support. The problem is, the data is only available about the past. So the way we've taught managers to make decisions and consultants to analyze problems condemns them to taking action when it's too late.
I think people don't really understand how much footballers are affected by the people in their lives. When we're interviewed, people always ask about managers and tactics and training, but they almost never ask about what's going on off the pitch, and to me, that's just as important to your career.
Managers of hospitals over the years have been increasingly recruited from outside the health service, and although their experience of running a supermarket chain might allow them to balance the books, it does not mean they have any insight into how a ward should be managed and patients best served.
Most hiring managers interview a lot of people. So many that they generally have to go back to their notes to remember candidates - the exception being candidates with a strong hook. Sometimes these hooks are how people dress or their personality, but the best hook is a strong story that's work-related.
Someone asked me about what's it like managing 2.2 million associates, and I said, 'When they're Wal-Mart associates, it's not all that hard because of the quality and the depth of our talent.' I'm really proud of the fact that 70% of the managers in the U.S. started as hourly associates with our company.
Sir Alex Ferguson sent me a letter wishing me good luck before my fight with Floyd Mayweather Jr. He also sent me a United shirt, signed by all of the players. It was a really nice touch and typical of the man who has always made himself available to managers in this country whenever they've needed advice.
I've never had a problem with Jesus. In fact, I'm pretty sure he's just the kind of guy you'd always want to have around. But I have had a big problem with his agents, publicists, and managers. They've abused his message for power and converted moldable, excited people into bullied believers and followers.
Many financial and industrial companies have been bailed out with the public's money, but very few of those who had run those companies have been punished for their failures. Yes, the top managers of those companies have lost their jobs - but with a fat pension and mostly with a handsome severance payment.
I thought, 'Maybe if I become a cheerleader, I can meet managers or agents. Maybe I can sing the national anthem at a game, and someone in the industry will hear me.' I saw everything as an opportunity to further my music. I was literally the cheerleader who had a mixtape in between her pom-poms at events.
The Big Music Project gives young people access to producers, managers, set designers, artists and a load of other industry insiders who are at top of their game. It can be difficult to know where to start and this project gives young people who are passionate about music, knowledge and hands on experience.
My failed corporate career became the fodder for the 'Dilbert' comic. Once it became clear I would not be climbing any higher on the corporate ladder, it freed me to mock managers without worrying that it would stall my career. Most failures create some sort of unplanned freedom. I took full advantage of mine.
After Pixar's 2006 merger with the Walt Disney Company, its CEO, Bob Iger, asked me, chief creative officer John Lasseter, and other Pixar senior managers to help him revive Disney Animation Studios. The success of our efforts prompted me to share my thinking on how to build a sustainable creative organization.
We are seeing more managed money and, to an extent, institutional money entering the space. Anecdotally speaking, I know of many people who are working at hedge funds or other investment managers who are trading cryptocurrency personally, the question is, when do people start doing it with their firms and funds?
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.
When I was 23, 24, I started covering hedge funds - a lot of this was luck - when no one else did. This was before hedge funds were the prettiest girl in school: this was pre-nose job and treadmill for hedge funds, when nobody talked to them - back then, it was just all about insurance companies and money managers.
In men's sports, people criticize coaches and managers all the time, call out teammates, too, and it's not that huge of a deal. Often, the guy speaking out is even lauded for having the courage to tell the truth. When it happens in women's sports, though, it always seems to be viewed as a nasty, claws-out cat fight.
Boxing has a problem - a big one. Think of it as a monster that's hiding under the bed. Eventually, the monster is going to come out and take a big chunk out of the sport. Fighters, trainers, managers, promoters, even government regulators can legally bet on fights. They can also bet on fights they're involved with.
I think that, too many times, business has been seen as acting in its narrow self-interest rather than, essentially, contributing more broadly to society. I think a lot of that is unintentional; I don't think that many managers are deliberately trying to be unethical or are not trying to be sensitive to social needs.
Fantasy sports went a long way toward developing the sabermetrics formulas used not only by oddsmakers but general managers in hiring players. So the amateur fantasists ended up creating some of the algorithms that Oakland GM Billy Bean's statisticians used to win games with less salary money available for star players.
Throughout the universe of public and private funds, managers are measured quarterly against one index or another, defined by statistics, and corralled into this category or that category so that fund of funds, pensions, and other institutions can make comforting - if not necessarily prudent - asset allocation decisions.
The first time I found out that 'Boo'd Up' went platinum, I was handed the plaque. They really surprised me. I thought we were gold, and then Mustard and my managers brought the plaque to my rehearsals and told me. I was like, 'You are lying!' Like, I couldn't believe it. I'm just honored, honestly. It's a great feeling.
Now that we've discovered how to actually develop policies and projects holistically, if we can get the barriers out of the way and release the creativity that's in our universities, our farming organizations, amongst our farmers and land managers, we'll be astounded. As I'd like to express it, the human spirit will fly.
It's a great story for us whenever an entrepreneur makes a crazy amount of money and we get to tell the world about it. For the entrepreneur? Not so much. Hitherto unknown relatives, entrepreneurs seeking angel investments, money managers and supposed baby-mamas all come out of the woodwork with dollar signs in their eyes.
While social media skills were once a 'nice-to-have,' accreditation in the space is becoming a requirement for many of these job titles. Hiring managers and job seekers are realizing that printing stacks of resumes is turning passe, and social media is rising as the new way of generating real-time networking opportunities.
Our film society back home is so different from here. Making a movie is universal. Directing a movie is universal; it's a universal language. It's just figuring things out and understanding the codes and how the system of Hollywood compares to that of Norway. We don't even have agents. There's no studio system, no managers.
Managers are already voracious consumers of theory. Every time they make a decision or take action, it's based on some theory that leads them to believe that action will lead to the right result. The problem is, most managers aren't aware of the theories they're using, and they often use the wrong theories for the situation.
'Ruined' was a play which was somewhat of an anomaly in that I did not take a commission until it was finished because I really wanted to explore the subject matter unencumbered. Otherwise, I felt as though I'd have the voice of dramaturges and literary managers saying, 'This is great, but we'll never be able to produce it.'
A romantic or classical view of the French approach would have been to say, 'It's a French company; let no one attack it. Let's block any merger. But the reality is Alcatel-Lucent is not a French company; it's a global company. Its main markets are China and the U.S. Its ownership is foreign; most of its managers aren't French.
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.
Most people think of leaders as being these outgoing, very visible, and charismatic people, which I find to be a very narrow perception. The key challenge for managers today is to get beyond the surface of your colleagues. You might just find that you have introverts embedded within your organization who are natural-born leaders.
I am certain that Gadi Lesin's abilities and the experience he accumulated during his sixteen years in a variety of general management roles in Strauss Group in and outside of Israel will enable him, together with group management and all managers and employees of Strauss, to continue to take the group forward to further success.
I'm not proud of this at all, but I'm someone who has relied on business managers and accountants and career managers to run the whole bureaucratic side of my life for the last 16 years, so anything, from filing tax returns to paying credit card statements, is something that I feel rather fortunate to have been out of the loop on.
I've trained primarily in Meisner Technique, and I've done a little bit of Groundlings and Upright Citizens Brigade just to get my feet wet in the improv world because I think that's really important. But most of the teachers I've worked with, I've gotten, like, references through agents or managers, and they're sort of independent.
I don't like writing straight-up thrillers. I like writing about families hurled into crisis and danger - soccer moms and regular dads and husbands who might have to rescue their daughters or who are, say, hedge fund managers and have one foot on the sidelines watching their kids and the other in nefarious cover-ups and conspiracies.
There's managers out there now who would love to have won a single trophy. The fact is the vast majority of them haven't. So I'm quite cool about what I did as a player and as a manager. Could I have done better, or differently? Of course. But that's all water that has flowed under the bridge; it doesn't cause me any sleepless nights.
In L.A., if you're in improv, and you're on those stages, all the big agents and managers and producers are watching those shows. They're not flying to Chicago to see the show. People are booking jobs off the stages in L.A. who aren't more talented than the guys in Chicago. But the most guys book out of L.A., and the second is New York.
In Italy, some managers want distance from the players, the Fabio Capello style, but that is not my way. I am more like Carlo Ancelotti. There are aspects of the players' behaviour I do not understand, but I want them to respect our situation. If they do that, I have a lot of respect for them, too, and I will do everything to help them.
Self-dealing, essentially, occurs when managers run companies to line their own pockets instead of those of the companies' owners. It's been a perennial problem in American capitalism and became a real dilemma when America moved toward a model in which corporations would be run by professional managers who had only small ownership stakes.
One of the biggest challenges we face today is finding managers who can sense and respond to rapid shifts, people who can process new information very quickly and make decisions in real time. It's a problem for the computer industry as a whole - and not just for Dell - that the industry's growth has outpaced its ability to create managers.
If you're watching a film on your television, is it no longer a film because you're not watching it in a theatre? If you watch a TV show on your iPad, is it no longer a TV show? The device and the length are irrelevant; the labels are useless, except perhaps to agents and managers and lawyers, who use these labels to conduct business deals.
The problem that people don't understand is that active managers, almost by definition, have to be poorly diversified. Otherwise, they're not really active. They have to make bets. What that means is there's a huge dispersion of outcomes that are totally consistent with just chance. There's no skill involved it. It's just good luck or bad luck.
More than half of people who leave their jobs do so because of their relationship with their boss. Smart companies make certain their managers know how to balance being professional with being human. These are the bosses who celebrate an employee's success, empathize with those going through hard times, and challenge people, even when it hurts.
I was driving in a car on my way to football practice, and I was listening to the radio, and they had one of those, like, art showcases, like, 'Do you want to be a star? Do you want to meet talent agents, managers, producers?' And I called in, and I drove 45 minutes to Salina, Kansas, to a Marriott hotel, and did a Twizzlers commercial audition.
I love celebrities, and I love the concept of fame, but it took me getting fame to realize that it doesn't exist, which was kind of a bummer. Fame is great if you're not famous, because it seems like this elusive impossible dream world. And it's not. It's a fancy word that managers and producers make up so they can keep hawking you for more money.
One might think of investment managers as astronomers and CEOs as astronauts. The two roles are radically different with distinct personality traits. Like astronomers, investment managers tend to be introverted, skeptical, and very analytical. CEOs, like astronauts, are the exact opposite, typically being extroverts, optimists, and, well, leaders.