450 Inspiring Management Quotes To Run A Successful Business
1. “To be sure, the fundamental task of management remains the same: to make people capable of joint performance through common goals, common values, the right structure, and the training and development they need to perform and to respond to change.”
2. “The most efficient way to produce anything is to bring together under one management as many as possible of the activities needed to turn out the product.” – Peter Drucker
3. “Organization doesn’t really accomplish anything. Plans don’t accomplish anything, either. Theories of management don’t much matter. Endeavors succeed or fail because of the people involved. Only by attracting the best people will you accomplish great deeds.” – Colin Powell
4. …not doing what we love in the name of greed is very poor management of our lives.
5. “relationships, to meet human needs, and to enjoy spontaneous moments on a daily basis. As a result, many people have become turned off by time management programs and planners that make them feel too scheduled, too restricted, and they “throw the baby out with the bath water,” reverting to first or second generation techniques to preserve relationships, spontaneity, and quality of life. But there is an emerging fourth generation that is different in kind. It recognizes that “time management” is really a misnomer—the challenge is not to manage time, but to manage ourselves. Satisfaction is a function of expectation as well as realization. And expectation (and satisfaction) lie in our Circle of Influence. Rather than focusing on things and time, fourth generation expectations focus on preserving and enhancing relationships and on accomplishing results—in short, on maintaining the P/PC Balance. QUADRANT II”
6. “Performance in management, therefore, means in large measure doing a good job of preparing today’s business for the future.” – Managing in Turbulent Times, 1980
7. “Time management requires self-discipline, self-mastery, and self-control more than anything else.”
8. “Everything requires time. It is the one truly universal condition. All work takes place in time and uses up time. Yet most people take for granted this unique, irreplaceable and necessary resource. Nothing else, perhaps, distinguishes effective executives as much as their tender loving care of time.” — Peter Drucker, renowned management consultant
9. “The quality and conduct of management. A company’s executives should say what they will do, then do what they said. Read the past annual reports to see what forecasts the managers made and if they fulfilled them or fell short. Managers should forthrightly admit their failures and take responsibility for them, rather than blaming all-purpose scapegoats like “the economy,” “uncertainty,” or “weak demand.” Check whether the tone and substance of the chairman’s letter stay constant, or fluctuate with the latest fads on Wall Street. (Pay special attention to boom years like 1999: Did the executives of a cement or underwear company suddenly declare that they were “on the leading edge of the transformative software revolution”
10. “But what stands out in Japanese history, as well as in today’s Japanese management behavior, is the capacity for making 180-degree turns—that is, for reaching radical and highly controversial decisions.”
11. “Success is simple. Do what’s right, the right way, at the right time.“ – Arnold H. Glasgow, time management quotes success
12. Stress and anxiety at work have less to do with the work we do and more to do with weak management and leadership.
13. “The best thing to spend on your children is your time.“ — Louise Hart, time management quotes sayings
14. “wife and children any more. I’m not even sure I know myself and what’s really important to me. I’ve had to ask myself—is it worth it? I’ve started a new diet—for the fifth time this year. I know I’m overweight, and I really want to change. I read all the new information, I set goals, I get myself all psyched up with a positive mental attitude and tell myself I can do it. But I don’t. After a few weeks, I fizzle. I just can’t seem to keep a promise I make to myself. I’ve taken course after course on effective management training. I expect a lot out of my employees and I work hard to be friendly toward them and to treat them right. But I don’t feel any loyalty from”
15. “Assuming that you make the decision to multithread your organization, the optimal management approach is to think of each thread as a different company. For each thread, you’ll need to identify a leadership team (“cofounders”) and create an incentive structure that allows it to operate with a great deal of independence and reap the benefits of success, without making your current managers so envious that it tears the organization apart. This is always challenging!”
16. It covers a wide range of topics, from goal setting to time management.
17. If you look at the practice of 'crisis management,' and maybe squint at it a little, you can make out in the corners of your vision the ghosts or the vestiges of a much older, but still thoroughly American, form of public life, one centered not on public opinion but on religion. - Author: Jonathan Dee
18. “Fortunately, Google found product/ market fit by refining Overture’s advertising auction model. Google’s AdWords product was so much better at monetizing search through its self-service, relevance-driven, auction system that by the time those competitors managed to play catch-up, Google had amassed the financial resources that allowed it to invest whatever was necessary to maintain product superiority. Google doesn’t always get product/ market fit right (and if it had run out of money before hitting upon AdWords, the search business might have died before ever achieving that fit). This is a reflection of its very intentional product management philosophy, which relies on bottom-up innovation and a high tolerance for failure. When it works, as in Gmail, which was a bottom-up project launched by Paul Buchheit, it can produce killer products. But when it fails, it results in killed products, as demonstrated by projects like Buzz, Wave, and Glass. To overcome this risk of failure, Google relies on both its financial strength (which comes from its high gross margins, among other things) and a willingness to decisively cut its losses. For example, when Google bought YouTube (which had clearly achieved product/ market fit), it was willing to abandon its own Google Video service, even though it had invested heavily in that product. Other massively successful companies take a very different approach. In contrast to Google, where new ideas can come from anywhere in the company and there are always many parallel projects going on at the same time, Apple takes a top-down approach that puts more wood behind fewer arrows. Apple keeps its product lines small and tends to work on a single major product at a time. One philosophy isn’t necessarily better than the other; the important thing is simply to find that product/ market fit quickly, before your competition does.”
19. “I don’t believe in pain management anymore, I believe in trying to cure persistent pain.”—Dr. Moskowitz
20. “You can have it all. Just not all at once.” – Oprah Winfrey, time management quotes and sayings
21. “Most of what we call management consists of making it difficult for people to get their work done.” – Peter Drucker
22. “The simple insight that management is not leadership (chapter 2) is better understood today, but not nearly as well as is needed. Management makes a system work. It helps you do what you know how to do. Leadership builds systems or transforms old ones.”
23. “Effective leadership is putting first things first. Effective management is discipline, carrying it out.”
24. “Management must speak with one voice. When it doesn’t management itself becomes a peripheral opponent to the team’s mission.”
25. “Most of what we call management consists of making it difficult for people to get their work done.” ~ Peter Drucker
26. “It's good to include playful and imaginative activities in business management. Managers of every business should be actively utilizing their imagination and directing that toward the advancement of the business. And incorporating playful activities into managerial routines is a good way to do that.”
27. “If you don’t choose to do it in leadership time up front, you do it in crisis management time down the road.”
28. “Every asset that you're entrusted with--whether it's money, procedures, materials, technology--all of it is depreciating. All of it is becoming obsolete. Human assets can also depreciate in value. It's literally true in some organizations, the people are worth less--and in some cases are worthless--compared with a year ago. But human assets can also appreciate in value. People can become worth more. Those who are powerful in leadership understand that one of the key tasks of management is to find ways to grow people.”
29. “The unexpected success is an opportunity, but it makes demands. It demands to be taken seriously. It demands to be staffed with the ablest people available, rather than with whoever we can spare. It demands seriousness and support on the part of management equal to the size of the opportunity. And the opportunity is considerable.”
30. If you don't choose to do it in leadership time up front, you do it in crisis management time down the road. - Author: Stephen Covey
31. “The lesson of the Ford story is that managers and management are the specific need of the business enterprise, its specific organ, and its basic structure. We can say dogmatically that enterprise cannot do without managers. One cannot argue that management does the owner’s job by delegation. Management is needed not only because the job is too big for any one man to do himself, but because managing an enterprise is something essentially different from managing one’s own property.”
32. “I’ve actually not read any books on time management.” Elon Musk
33. “focus on developing management skills. The three most important management skills necessary to start your own business are management of: 1.Cash flow 2.People 3.Personal time”
34. “We tend to let our subsidiaries operate on their own, without our supervising and monitoring them to any degree. That means we are sometimes late in spotting management problems and that both operating and capital decisions are occasionally made with which Charlie and I would have disagreed had we been consulted. Most of our managers, however, use the independence we grant them magnificently, rewarding our confidence by maintaining an owner-oriented attitude that is invaluable and too seldom found in huge organizations. We would rather suffer the visible costs of a few bad decisions than incur the many invisible costs that come from decisions made too slowly – or not at all – because of a stifling bureaucracy. We now have about 257,000 employees and literally hundreds of different operating units. We hope to have many more of each. But we will never allow Berkshire to become some monolith that is overrun with committees, budget presentations and multiple layers of management. Instead, we plan to operate as a collection of separately managed businesses, most of whose decision-making occurs at the operating level.”
35. “strategic human resource management adopts a holistic approach, rather than an atomistic- individualist approach.
36. “Profits made out of the distress of the people are always much smaller than profits made out of the most lavish service of the people at the lowest prices that competent management can make possible. ”
37. “Persons who reach the higher rungs in business management, selling, engineering, religious work, writing, acting & in every other pursuit get there by following conscientiously & continuously a plan for self-development & growth.” David J. Schwartz
38. “They are blocking the enormous potential of their minds to work magic and deliver into their lives all that they want, emotionally, physically and, yes, even spiritually. These people never realize that mind management is the essence of life management.”
39. Being in control of your life and having realistic expectations about your day-to-day challenges are the keys to stress management, which is perhaps the most important ingredient to living a happy, healthy and rewarding life.–Marilu Henner
40. “Human resource management begins in elementary school. You can’t expect to hire a 21 year old or a 40 year old or a 60 year old and magically with good training, replace the programming they received in K-12. This is why businesses should invest in early education.”
41. Leadership is the art of accomplishing more than the science of management says is possible. - Colin Powell
42. “A family member in a family business has a position of authority and power, regardless of his title and rank, even regardless of his job. He has the inside track to the top—as a son, a brother, a brother-in-law. No matter what his rank, he is top management. If he cannot command the respect due a member of top management on his own merit and on the basis of his performance, he should not be allowed to stay on the payroll.”
43. “Leadership is different from management, but not for the reasons most people think.”
44. “No other area offers richer opportunities for successful innovation than the unexpected success. In no other area are innovative opportunities less risky and their pursuit less arduous. Yet the unexpected success is almost totally neglected; worse, managements tend actively to reject it.”
45. “People who don’t take risks generally make about two big mistakes a year. People who do take risks generally make about two big mistakes a year.” – Peter Drucker, management consultant, educator, author
46. “Investors still need to ask, how stable is the enterprise, and what are its future prospects? What are its earnings and cash flow? What is the downside risk of owning it? What is its liquidation value? How capable and honest is its management? What would you pay for the stock of this company if it were public? What factors might cause the owner of this business to sell control at a bargain price? Similarly, the pair never addressed how to analyze the purchase of an office building or apartment complex. Real estate bargains come about for the same reasons as securities bargains—an urgent need for cash, inability to perform proper analysis, a bearish macro view, or investor disfavor or neglect. In a bad real estate climate, tighter lending standards can cause even healthy properties to sell at distressed prices. Graham and Dodd’s principles—such as the stability of cash flow, sufficiency of return, and analysis of downside risk—allow us to identify real estate investments with a margin of safety in any market environment.”
47. “There is an emerging fourth generation that is different in kind. It recognizes that ‘time management’ is really a misnomer–the challenge is not to manage time, but to manage ourselves. Satisfaction is a function of expectations as well as realization. Expectation (and satisfaction) lie in our Circle of Influence.”
48. We enjoy your leadership and excellent management. You are constantly pushing us to reach our goals and cheering us on to success. Thank you for all you do, Sir.
49. “Healthy organizations believe that performance management is almost exclusively about eliminating confusion. They realize that most of their employees want to succeed, and that the best way to allow them to do that is to give them clear direction, regular information about how they’re doing, and access to the coaching they need.”
50. “Perhaps many of the security analysts are handicapped by a flaw in their basic approach to the problem of stock selection. They seek the industries with the best prospects of growth, and the companies in these industries with the best management and other advantages. The implication is that they will buy into such industries and such companies at any price, however high, and they will avoid less promising industries and companies no matter how low the price of their shares. This would be the only correct procedure if the earnings of the good companies were sure to grow at a rapid rate indefinitely in the future, for then in theory their value would be infinite. And if the less promising companies were headed for extinction, with no salvage, the analysts would be right to consider them unattractive at any price.”
51. “In crisis management, be quick with the facts, slow with the blame.”
52. “The secret of crisis management is not good vs. bad, it’s preventing the bad from getting worse.”
53. “Persons who reach the higher rungs in business management, selling, engineering, religious work, writing, acting, and in every other pursuit get there by following conscientiously and continuously a plan for self-development and growth.”
54. “Because management deals mostly with the status quo and leadership deals mostly with change, in the next century we are going to have to try to become much more skilled at creating leaders.” — John P. Kotter
55. “It is not enough to have great qualities; we should also have the management of them. —LA ROCHEFOUCAULD I”
56. “Workers should have a right to sit across from management to collectively bargain about their work conditions, their wages, and the future direction of the company. To me, that’s just a humane thing to do. It is unacceptable in the 21st century to have companies not want to do that with their employees and create a great work environment.” ~ Nina Turner
57. “Both employees and senior management must accept the fact that feedback creates accountability. Employees must overcome the fear of risk and tell inquiring senior managers what they really need to hear.”
58. Effective leadership is putting first things first. Effective management is discipline, carrying it out. —Stephen Covey
59. “each meeting was a fifteen-minute discussion by one of the executives on the topic “How I solved my most pressing management problem.”
60. “To be effective in crisis management in the digital age means being able to use social media strategically. There is no crisis management today without a full understanding of how to use new media to listen to conversations around your brand in real-time, and understand what you do and don’t need to respond to.” – Chris Syme, author of Listen, Engage, Respond blogs at www.cksyme.org
61. “More money will not solve the problem if cash-flow management is the problem.”
62. “Good management consists in showing average people how to do the work of superior people.”
63. “Time management is about life management.” – Idowu Koyenikan
64. “Imagine the following. Three groups of ten individuals are in a park at lunchtime with a rainstorm threatening. In the first group, someone says: “Get up and follow me.” When he starts walking and only a few others join in, he yells to those still seated: “Up, I said, and now!” In the second group, someone says: “We’re going to have to move. Here’s the plan. Each of us stands up and marches in the direction of the apple tree. Please stay at least two feet away from other group members and do not run. Do not leave any personal belongings on the ground here and be sure to stop at the base of the tree. When we are all there . . .” In the third group, someone tells the others: “It’s going to rain in a few minutes. Why don’t we go over there and sit under that huge apple tree. We’ll stay dry, and we can have fresh apples for lunch.” I am sometimes amazed at how many people try to transform organizations using methods that look like the first two scenarios: authoritarian decree and micromanagement. Both approaches have been applied widely in enterprises over the last century, but mostly for maintaining existing systems, not transforming those systems into something better. When the goal is behavior change, unless the boss is extremely powerful, authoritarian decree often works poorly even in simple situations, like the apple tree case. Increasingly, in complex organizations, this approach doesn’t work at all. Without the power of kings and queens behind it, authoritarianism is unlikely to break through all the forces of resistance. People will ignore you or pretend to cooperate while doing everything possible to undermine your efforts. Micromanagement tries to get around this problem by specifying what employees should do in detail and then monitoring compliance. This tactic can break through some of the barriers to change, but in an increasingly unacceptable amount of time. Because the creation and communication of detailed plans is deadly slow, the change produced this way tends to be highly incremental. Only the approach used in the third scenario above has the potential to break through all the forces that support the status quo and to encourage the kind of dramatic shifts found in successful transformations. (See figure 5–1.) This approach is based on vision—a central component of all great leadership.”
65. “Most change initiatives have token elements of “change management,” but these rarely address culture. They are mostly communications plans that inform but do not transform.”
66. “Time management requires self-discipline, self-mastery and self-control more than anything else.”
67. “I read a lot of history, biographies, science, and novels,' he says, ushering a reporter out the door with a hint of relief. 'I do not read management or economics.'
68. There's a lot of stuff they don't teach you in the mythical editors' school. They don't teach you that you're going to have to spend a lot of your life in crisis management. - Author: Bill Keller
69. “Effective leadership is putting first things first. Effective management is discipline, carrying it out.” ~ Stephen Covey
70. “The main reason to develop time management skills is so that you can complete everything that is really important in your work and free up more and more time to do the things in your personal life that give you the greatest happiness and satisfaction.”
71. “Good management consists of showing average people how to do the work of superior people”
72. “I’ve actually not read any books on time management.“
73. “Persons who reach the higher rungs in business management, selling, engineering, religious work, writing, acting & in every other pursuit get there by following conscientiously & continuously a plan for self-development & growth.” – David J. Schwartz
74. “Mediocrity results first and foremost from management failure, not technological failure.”
75. “Successful transformation is 70 to 90 percent leadership and only 10 to 30 percent management.”
76. “There are a number of tasks which are top-management tasks, not because top management is the “top”—that is, because it has the legal authority or the power—but because they are tasks that can be discharged only by people who are capable of seeing the whole business and of making decisions with respect to the whole business.”
77. A satisfied customer is the best business strategy of all. – Michael LeBoeuf, Business author and former management professor
78. far past the time when everything might have turned out well. We are now in crisis management, hoping that things will turn out badly instead of much, much worse." That - Author: Kevin Hearne
79. “Financial literacy is the ability to make informed judgments and to make effective decisions regarding the use and management of money.”
80. Business is a very demanding profession that has grown a lot in the past few years. A business requires high-skilled teamwork, mental strength, patience, and skill management.
81. “Disciplined use of the time everybody else wastes can give you an edge. The now rich and famous writer of legal thrillers, Scott Turow, wrote his first novel using only his morning commutes into New York City on the train. All around him, others just killed the same time. For most people, these minutes don’t matter. But they can. So when you say to yourself “it’s only 10 minutes,” you miss the entire point of time.” — Dan Kennedy, management guru and author of No BS Ruthless Management of People and Profits
82. “Marketing management is the art and science of choosing target markets and getting, keeping and growing customers through creating, delivering, and communicating superior customer value.” — Philip Kotler
83. “Good management consists in showing average people how to do the work of superior people.” — John Rockefeller
84. “But the myth of job stability may be the least of our concerns. A 2011 study conducted by a team of social scientists at the University of Canberra in Australia concluded that having a job we hate is as bad for our health and sometimes worse than not having a job at all. Levels of depression and anxiety among people who are unhappy at work were the same or greater than those who were unemployed. Stress and anxiety at work have less to do with the work we do and more to do with weak management and leadership. When we know that there are people at work who care about how we feel, our stress levels decrease. But when we feel like someone is looking out for themselves or that the leaders of the company care more about the numbers than they do us, our stress and anxiety go up. This is why we are willing to change jobs in the first place; we feel no loyalty to a company whose leaders offer us no sense of belonging or reason to stay beyond money and benefits.”
85. “Whether the responsibility for innovation rests with the chief executive officer, with another member of top management, or with a separate component, whether it is a full-time assignment or part of an executive’s responsibilities, it should always be set up and recognized both as a separate responsibility and as a responsibility of top management. And it should always include the systematic and purposeful search for innovative opportunities.”
86. ‘If at first you don’t succeed, try management.’ – Unknown
87. “Current earnings, future prospects, management, marketability are all factors more or less independent of assets which contribute their share to the intrinsic value.”
88. “No member will make a decision with regard to a matter for which he does not have primary responsibility. Should such a matter be brought to him, he will refer it to the colleague whose primary responsibility it is. Indeed it is a wise precaution for members of the top-management team not even to have an opinion on matters that are not within their own areas of primary responsibility.”
89. More than ever before, crisis management, reconstruction and development demand a new level of cooperation between nations, and between nations and international organisations, where military and civilian instruments are applied. - Author: Jaap De Hoop Scheffer
90. “Employees who believe that management is concerned about them as a whole person – not just an employee – are more productive, more satisfied, more fulfilled. Satisfied employees mean satisfied customers, which leads to profitability.”
91. “Modern management and modern enterprise could not exist without the knowledge base that developed societies have built. But equally, it is management, and management alone, that makes effective all this knowledge and these knowledgeable people. The emergence of management has converted knowledge from social ornament and luxury into the true capital of any economy. Not”
92. Why is it possible to rescue S&L buccaneers in the early '90s and provide guidance to levered Wall Street investment bankers during the 1998 long-term capital management crisis, yet throw 2 million homeowners to the wolves in 2007? - Author: Bill Gross
93. “The purpose of hiring a management team is to solve the organization’s problems in a more scalable way. The CEO should be the hub, and the executive team the spokes that connect the CEO to the frontline managers and employees operating where the rubber hits the road.”
94. “I wouldn’t need anger management if you would stop pissing me off.”
95. “I had all I could do to keep from breaking down, but I resolved I would not cry and have all those men make remarks about women not being able to handle a management job because they are too emotional.”
96. “Leadership is the art of accomplishing more than the science of management says is possible.”
97. “Most of what we call management consists of making it difficult for people to get their work done.”
98. “Most teams aren’t teams at all but merely collections of individual relationships with the boss Each individual vying with the others for power, prestige and position ” – Douglas Murray Mcgregor, former management professor at the MIT Sloan School
99. “Time management is really life management, personal management. It is really taking control of the sequence of events. Time management is taking control over what you do next. And you are always free to choose the task that you will do next. Your ability to choose between the important and the unimportant is the key determinant of your success in life and work.”
100. “No one is aging less than Charlie,” Mr. Buffett quipped. “If you can take some of these new companies with 25-year-olds, they’re aging at 4% a year or so. So, we will have the slowest-aging management—percentagewise, by far—than any American company.”
101. “The second possibility is of a quite different sort. Perhaps many of the security analysts are handicapped by a flaw in their basic approach to the problem of stock selection. They seek the industries with the best prospects of growth, and the companies in these industries with the best management and other advantages. The implication is that they will buy into such industries and such companies at any price, however high, and they will avoid less promising industries and companies no matter how low the price of their shares. This would be the only correct procedure if the earnings of the good companies were sure to grow at a rapid rate indefinitely in the future, for then in theory their value would be infinite. And if the less promising companies were headed for extinction, with no salvage, the analysts would be right to consider them unattractive at any price. The truth about our corporate ventures is quite otherwise. Extremely few companies have been able to show a high rate of uninterrupted growth for long periods of time. Remarkably few, also, of the larger companies suffer ultimate extinction. For most, their history is one of vicissitudes, of ups and downs, of change in their relative standing. In some the variations “from rags to riches and back” have been repeated on almost a cyclical basis—the phrase used to be a standard one applied to the steel industry—for others spectacular changes have been identified with deterioration or improvement of management.”
102. “In their groundbreaking book, Tribal Leadership, management consultants Dave Logan, John King, and Halee Fischer-Wright lay out the five stages of tribal development, which they formulated after conducting extensive research on small to midsize organizations.”
103. “Good plans shape good decisions. That’s why good planning helps to make elusive dreams come true.“ – Lester R. Bittel, American industrial engineer, management professor, and author several books on team management and supervision.
104. “Time management is about life management.”
105. “To choose time is to save time.“ — Francis Bacon, personal time management quotes
106. “Management must speak with one voice. When it doesn’t, management itself becomes a peripheral opponent to the team’s mission.” – Pat Riley
107. “Back in 1990, the futurist George Gilder demonstrated his prescience when he wrote in his book Microcosm, “The central event of the twentieth century is the overthrow of matter. In technology, economics, and the politics of nations, wealth in the form of physical resources is steadily declining in value and significance. The powers of mind are everywhere ascendant over the brute force of things.” Just over twenty years later, in 2011, the venture capitalist (and Netscape cofounder) Marc Andreessen validated Gilder’s thesis in his Wall Street Journal op-ed “Why Software Is Eating the World.” Andreessen pointed out that the world’s largest bookstore (Amazon), video provider (Netflix), recruiter (LinkedIn), and music companies (Apple/ Spotify/ Pandora) were software companies, and that even “old economy” stalwarts like Walmart and FedEx used software (rather than “things”) to drive their businesses. Despite—or perhaps because of—the growing dominance of bits, the power of software has also made it easier to scale up atom-based businesses as well. Amazon’s retail business is heavily based in atoms—just think of all those Amazon shipping boxes piled up in your recycling bin! Amazon originally outsourced its logistics to Ingram Book Company, but its heavy investment in inventory management systems and warehouses as it grew turned infrastructure”
108. China could easily emerge as the great winner if the Chinese leaders handle the situation well. On the other hand, they could also turn out to be the biggest losers if they handle it poorly. If the management turns out be wrong, this could lead to a political crisis in China. - Author: George Soros
109. “It is our belief that shareholders should demand of their managements either a normal payout of earnings—on the order, say, of two-thirds—or else a clear-cut demonstration that the reinvested profits have produced a satisfactory increase in per-share earnings. Such a demonstration could ordinarily be made in the case of a recognized growth company. But in many other cases a low payout is clearly the cause of an average market price that is below fair value, and here the shareholders have every right to inquire and probably to complain.”
110. “I am definitely going to take a course on time management … just as soon as I can work it into my schedule.” —Louis E. Boone
111. “Good management has a lot to do with incentives and decentives. It's about making sure the company has systems in place that incentivize desired behaviors and decentivize undesirable behavior.”
112. “The second possibility is of a quite different sort. Perhaps many of the security analysts are handicapped by a flaw in their basic approach to the problem of stock selection. They seek the industries with the best prospects of growth, and the companies in these industries with the best management and other advantages. The implication is that they will buy into such industries and such companies at any price, however high, and they will avoid less promising industries and companies no matter how low the price of their shares. This would be the only correct procedure if the earnings of the good companies were sure to grow at a rapid rate indefinitely in the future, for then in theory their value would be infinite. And if the less promising companies were headed for extinction, with no salvage, the analysts would be right to consider them unattractive at any price. The”
113. “60 percent of all management problems are the result of faulty communications.”
114. People mistake their love of the technology for it being a solution. Social media is the problem, not the solution, in crisis management. It's a problem if you use it to communicate in areas where you're dealing with incredibly intense emotions and very deep conflicts. - Author: Eric Dezenhall
115. “Here are some of the handicaps mutual-fund managers and other professional investors are saddled with: With billions of dollars under management, they must gravitate toward the biggest stocks—the only ones they can buy in the multimillion-dollar quantities they need to fill their portfolios. Thus many funds end up owning the same few overpriced giants. Investors tend to pour more money into funds as the market rises. The managers use that new cash to buy more of the stocks they already own, driving prices to even more dangerous heights. If fund investors ask for their money back when the market drops, the managers may need to sell stocks to cash them out. Just as the funds are forced to buy stocks at inflated prices in a rising market, they become forced sellers as stocks get cheap again. Many portfolio managers get bonuses for beating the market, so they obsessively measure their returns against benchmarks like the S & P 500 index. If a company gets added to an index, hundreds of funds compulsively buy it. (If they don’t, and that stock then does well, the managers look foolish; on the other hand, if they buy it and it does poorly, no one will blame them.) Increasingly, fund managers are expected to specialize. Just as in medicine the general practitioner has given way to the pediatric allergist and the geriatric otolaryngologist, fund managers must buy only “small growth” stocks, or only “mid-sized value” stocks, or nothing but “large blend” stocks.6 If a company gets too big, or too small, or too cheap, or an itty bit too expensive, the fund has to sell it—even if the manager loves the stock. So”
116. “Many organizations, oblivious that good work culture has the propensity to propel the organization to the next level, turn deaf ears and blind eyes to the cold culture that has inevitably developed within the structure due to lack of supervision and timely strategic advice and training. The higher management may view the work culture that has developed within the company as ancillary to business progress and lunge it across to the HR department to magically iron the creases of an involuntarily besmirched work culture or blunt work culture.”
117. “Great teams do not hold back with one another They are unafraid to air their dirty laundry They admit their mistakes, their weaknesses, and their concerns without fear of reprisal ” – Patrick Lencioni, American business management writer
118. “Anything that is wasted effort represents wasted time. The best management of our time thus becomes linked inseparably with the best utilization of our efforts.“
119. Patrick Lencioni is an American writer of books on business management, particularly in relation to team management. Born: 1965 Education: Claremont McKenna College Infographic published by Neil Beyersdorf neil-beyersdorf.branded.me/ Reference: Wikipedia
120. I appreciate you, Pastor, for all your efforts that you are always making for the management and progress of this church.
121. “At its core, macromanagement is a development strategy that allows you to position others to learn more, do more, and be more.”
122. “The combination of power, fear, and mania can be deadly. The leader, convinced that he might be betrayed, acts first and betrays others first. Afraid that he's not well liked, he works so hard to get others to like him that it has the opposite effect. Convinced of mismanagement, he micromanages and becomes the source of the mismanagement. And on and on - the things we fear or dread, we blindly inflict on ourselves.”
123. “The art of effective listening is essential to clear communication, and clear communication is necessary to management success.” — James Cash Penney, American businessman and entrepreneur.
124. “I'm impatient. Typically people think they know all about change and don't need help. Their approach tends to be more management-oriented than leadership-oriented. It's very frustrating.”
125. Your management of the information that you have will determine whether God will trust you or not with His mysteries.
126. “Many organizations, oblivious that good work culture has the propensity to propel the organization to the next well, turn deaf ears and blind eyes to the cold culture that has inevitably developed within the structure due to lack of supervision and timely strategic advice and training. The higher management may view the work culture that has developed within the company as ancillary to business progress and lunge it across to the HR department to magically iron the creases of an involuntarily besmirched work culture or blunt work culture.”
127. Peter Drucker, writer, professor, and management consultant
128. Evidently some misguided rustic had herded diarrhetic cattle through the place and the management had yet to come to terms with the crisis. - Author: Anonymous
129. “business—technical skills such as reading financial statements, marketing, sales, accounting, management, production, and negotiation”
130. “Justin's resignation letter to Elizabeth Holmes regarding her management style: 'good luck and please do read those books, watch The Office, and believe the people who disagree with you”
131. Employees who believe that management is concerned about them as a whole person - not just an employee - are more productive, more satisfied, more fulfilled. Satisfied employees mean satisfied customers, which leads to profitability. Anne M. Mulcahy, Xerox.
132. “Good management is the art of making problems so interesting and their solutions so constructive that everyone wants to get to work and deal with them.” — Paul Hawken
133. “An organization has integrity-is healthy-when it is whole, consistent, and complete, that is, when its management, operations, strategy, and culture fit together and make sense.”
134. “We have a very diverse environment and a very inclusive culture and those characteristics got us through the tough times. Diversity generated a better strategy, better risk management, better debates, and better outcomes.”
135. “While the word proactivity is now fairly common in management literature, it is a word you won’t find in most dictionaries. It means more than merely taking initiative. It means that as human beings, we are responsible for our own lives. Our behavior is a function of our decisions, not our conditions.”
136. “high school kids at In-N-Out Burger and Chick-fil-A are doing largely the same job that kids at any other fast-food restaurant are doing, and yet there are a lot fewer miserable jobs at In-N-Out and Chick-fil-A. The difference is not the job itself. It is the management. And one of the most important things that managers must do is help employees see why their work matters to someone. Even if this sounds touchy-feely to some, it is a fundamental part of human nature.”
137. “As today’s leaders attempt to address diversity and inclusion priorities and challenges, no matter how uncomfortable, they should encourage candid conversations to elicit actionable insights. Senior management, including boards and CEOs, should visibly stand for D&I, as demonstrating commitment is crucial to bringing others on the journey. — Kumar Parakala, GHD.
138. With uncertainty in oil markets, a buildup of speculative pressures and the large U.S. current account deficit, there is a real possibility that Paulson's crisis-management skills will be tested. - Author: Lawrence Summers
139. “No, my entire life is planned. It’s called time management. – Sean Haye
140. What successful time management looks like
141. “Time management is an oxymoron. Time is beyond our control, and the clock keeps ticking regardless of how we lead our lives. Priority management is the answer to maximizing the time we have.” John C. Maxwell
142. -Feeling stressed and anxious speaks more about management and leadership, not what work you are engaged in.
143. “Because management deals mostly with the status quo and leadership deals mostly with the change, in the next century we are going to have to try to become much more skilled at creating leaders.”
144. “Leaders die, products become obsolete, markets change, new technologies emerge, and management fads come and go, but core ideology in a great company endures as a source of guidance and inspiration.”
145. “Your role is to remind the Seeker of the wisdom and insights into crisis management that the archetypes of tarot can offer.”
146. “Essential to time-management is a change in focus, a change from being ‘busy’ to a focus on outcomes”
147. “Corporate governance is to make sure that management is doing its job properly.”
148. “Seth had worked at Roche, the big Swiss drugmaker, where he’d been in charge of seventy people and an annual budget of $25 million. He decided he wasn’t going to let Sunny lecture him about management. He pushed back and they got into a yelling match.”
149. “Lost time is never found again.” – Benjamin Franklin, time management quotes Benjamin Franklin
150. “Classroom management is not about having the right rules… it’s about having the right relationships.” ~ @SteeleThoughts
151. “The key result areas of management are: Planning, Organizing, Staffing, Delegating, Supervising, Measuring and Reporting. These are the results that a manager must get to succeed in his or her area of responsibility. A weakness in any one of these areas can lead to underachievement and failure as a manager.”
152. “This is the key to time management – to see the value of every moment.” -Menachem Mendel Schneerson
153. Derek Fisher—was a natural leader with exceptional emotional intelligence and finely tuned management skills.
154. “You perform at your highest potential only when you are focusing on the most valuable use of your time. This is the key to personal and business success. It is the central issue in personal efficiency and time management. You must always be asking yourself, What is the most valuable use of my time right now? Discipline yourself to work exclusively on the one task that, at any given time, is the answer to this question. Keep yourself on track and focused on your most important responsibilities by asking yourself, over and over, What is the most valuable use of my time right now? How you can apply this law immediately: 1. Remember that you can do only one thing at a time. Stop and think before you begin. Be sure that the task you do is the highest-value use of your time. Remind yourself that anything else you do while your most important task remains undone is a relative waste of time. 2. Be clear about the most valuable work that you do for your organization. Whatever it is, resolve to concentrate on doing that specific task before anything else. Why are you on the payroll? What specific, tangible, measurable results are expected of you? And of all the different results you are capable of achieving, which are the most important to your career at this moment? Whatever the answer, this is where you must focus your energies, and nowhere else.”
155. “The best performance management systems include only essential information, and allow managers and their employees to focus on the work that must be done to ensure success.”
156. “•There’s so much to do. And there’s never enough time. I feel pressured and hassled all day, every day, seven days a week. I’ve attended time management seminars and I’ve tried half a dozen different planning systems. They’ve helped some, but I still don’t feel I’m living the happy, productive, peaceful life I want to live.”
157. “You are not your business. Your business is an entity in and of itself. Yes, you created it, but in order to find success, you have to turn it into a self-sustaining organism. Reaching the next level requires more than just a product or service, or a simple determination to succeed. You need skills, tools, and a system to optimize your people, processes, execution, management, and communication. You need strong guiding principles that will work for your company day in and day out.”
158. “Autonomous managers in a federal structure cannot be content with “reports.” They must think through what top management needs to understand. And they must accept the responsibility for educating their top management.”
159. “The essence of investment management is the management of risks, not the management of returns.” Benjamin Graham
160. I always believe that, as you start out, while you should have a big dream - a big goal - but it's also important to move step by step. So, you know, frankly, if you ask me, when I started as a management trainee in 1984, I don't know that I really thought that I would become the CEO. Chanda Kochhar, ICICI Bank.
161. “An organization has integrity – is healthy – when it is whole, consistent, and complete, that is, when its management, operations, strategy, and culture fit together and make sense.”
162. “Most of what we call management consists of making it difficult for people to get their work done.” — Peter Drucker
163. Today's Arab crisis is not one of money, men, morale, land or resources ... The real crisis is rather one of leadership, management and perennial egotism. - Author: Mohammed Bin Rashid Al Maktoum
164. “mind management is the essence of life management.”
165. “Th e three most important management skills necessary to start your own business are management of:
166. “Leadership is the art of accomplishing more than the science of management says is possible.” – Colin Powell
167. “In an organization which manages by drives people either neglect their job to get on with the current drive, or silently organize for collective sabotage of the drive in order to get their work done. In either event they become deaf to the cry of “wolf.” And when the real crisis comes, when all hands should drop everything and pitch in, they treat it as just another case of management-created hysteria. Management by drive is a sure sign of confusion. It is an admission of incompetence. It is a sign that management does not think. But, above all, it is a sign that the company does not know what to expect of its managers and that, not knowing how to direct them, it misdirects them.”
168. “Time management was never designed to give people time, but to control others.”
169. Employees who believe that management is concerned about them as a whole person — not just an employee — are more productive, more satisfied, more fulfilled. Satisfied employees mean satisfied customers, which leads to profitability.
170. “Efficient management without effective leadership is, as one individual has phrased it, “like straightening deck chairs on the Titanic.” No”
171. “Persons who reach the higher rungs in business management, selling, engineering, religious work, writing, acting & in every other pursuit get there by following conscientiously & continuously a plan for self-development & growth.”
172. “An essential step in deciding what our business is, what it will be, and what it should be is, therefore, systematic analysis of all existing products, services, processes, markets, end uses, and distribution channels. Are they still viable? And are they likely to remain viable? Do they still give value to the customer? And are they likely to do so tomorrow? Do they still fit the realities of population and markets, of technology and economy? And if not, how can we best abandon them—or at least stop pouring in further resources and efforts? Unless these questions are being asked seriously and systematically, and unless managements are willing to act on the answers to them, the best definition of “what our business is, will be, and should be,” will remain a pious platitude. Energy will be used up in defending yesterday. No one will have the time, resources, or will to work on exploiting today, let alone to work on making tomorrow.”
173. Strategic management is not a box of tricks or a bundle of techniques. It is analytical thinking and commitment of resources to action. But quantification alone is not planning. Some of the most important issues in strategic management cannot be quantified at all.' – Peter Drucker
174. “There is an emerging fourth generation that is different in kind. It recognizes that 'time management' is really a misnomer - the challenge is not to manage time, but to manage ourselves. Satisfaction is a function of expectation as well as realization.”
175. “The key result areas of management are planning, organizing, staffing, delegating, supervising, measuring, and reporting.”
176. “Time management is life management.” -Robin Sharma
177. “Stress and anxiety at work have less to do with the work we do and more to do with weak management and leadership.”
178. “Organization doesn’t really accomplish anything. Plans don’t accomplish anything, either. Theories of management don’t much matter. Endeavors succeed or fail because of the people involved. Only by attracting the best people will you accomplish great deeds.”
179. “The last scene showed a cavernous room in a subbasement filled with hundreds of black trash bags, the building’s daily detritus. Standing in front of the bags were five guys in work clothes. Their job, their mission, their goal was to toss these bags into waiting trash trucks. The camera focused on one of the men. The narrator asked, “What’s your job?” The answer to anyone watching was painfully obvious. But the guy smiled and said to the camera, “Our job is to make sure that tomorrow morning when people from all over the world come to this wonderful building, it shines, it is clean, and it looks great.” His job was to drag bags, but he knew his purpose. He didn’t feel he was just a trash hauler. His work was vital, and his purpose blended into the purpose of the building’s most senior management eighty floors above. Their purpose was to make sure that this masterpiece of a building always welcomed and awed visitors, as it had done on opening day, May 1, 1931. The building management can only achieve their purpose if everyone on the team believes in it as strongly as the smiling guy in the subbasement.”
180. “With SEAL Teams—just as with any team in the business world—there are leaders who try to take on too much themselves. When this occurs, operations can quickly dissolve into chaos. The fix is to empower frontline leaders through Decentralized Command and ensure they are running their teams to support the overall mission, without micromanagement from the top.”
181. “I am definitely going to take a course on time management… just as soon as I can work it into my schedule.” – Louis E. Boone
182. “It’s common for a company to have a visionary but no integrator. This causes a real struggle, because the visionary is constantly frustrated with his or her lack of traction. In addition, he or she has to keep acting as the integrator and get pulled into the day-to-day management of the business.”
183. “I am definitely going to take a course on time management — just as soon as I can work it into my schedule.”
184. “Being in control of your life and having realistic expectations about your day-to-day challenges are the keys to stress management, which is perhaps the most important ingredient to living a happy, healthy and rewarding life.”
185. “management is an everyday thing. Strategy and financial reporting and planning are not.”
186. “Put First Things First”, talks about the difference between leadership and management. Ths habit distinguishes between what is important and what is urgent. Priority should be given in the following order:
187. “And as in any line of business, a succeeding CEO who couldn't make a bygone cock-up look like an opportunity missed wasn't fit for management, and should take her retirement package, her annual bonus, her golden handshake and her non-disclosure kickback and tiptoe from the boardroom in disgrace.”
188. “Boundaries and risk management are very important parts of living a healthy and positive life.”
189. “I like to do weird things in the shower, like drink my coffee, brush my teeth and drink a smoothie. It’s good time management.” – Michelle Williams
190. “We now accept the fact that learning is a lifelong process of keeping abreast of change. And the most pressing task is to teach people how to learn.” – Peter Drucker, American management consultant, educator, author
191. Does talent management drive share price performance?
192. “As the influential management thinker Peter Drucker taught, the best—perhaps even the only—way to predict the future is to create it.10”
193. “Time management is the key. Although it seems hectic, as long as you manage your time properly you can get everything done.” ~ John Cena
194. “Nokia is a great example of the cost of caution. In 2007, Nokia was the world’s largest and most successful maker of mobile phones, with a market capitalization of just under $ 99 billion. Then Apple and Samsung came blazing into the market. In 2013, Nokia sold its money-losing handset operations to Microsoft for $ 7 billion, and in 2016 Microsoft sold its feature phone assets and the Nokia handset brand to Foxconn and HMD for just $ 350 million. That’s a drop in value for Nokia’s mobile phone business from somewhere in the neighborhood of $ 99 billion to $ 350 million in less than a decade—a decline of over 99 percent. At the time, Nokia’s decisions may have seemed to make sense. Nokia actually continued growing even after the launch of the iPhone and Google’s Android operating system. Nokia hit its peak in terms of unit volume when it shipped 104 million phones in 2010. But Nokia’s sales declined after that, and were surpassed by Android in 2011 and iPhone in 2012. By the time Nokia’s management realized the existential threat facing them, it was too late; even the desperation play of aligning themselves with Microsoft as its exclusive Windows Phone partner couldn’t reverse the decline.”
195. “I’m impatient. Typically people think they know all about change and don’t need help. Their approach tends to be more management-oriented than leadership-oriented. It’s very frustrating.” — John P. Kotter
196. “This book is for anyone who wants to understand the techniques that allow a business to grow from zero to a multibillion-dollar market leader in a handful of years. These techniques should be of interest to entrepreneurs who want to build massive companies, venture capitalists who want to invest in them, employees who want to work for them, and governments and communities who wish to encourage the growth of these companies in their own regions. And even if you don’t want to build, invest in, or work for any of these companies, you’ll still need to navigate the world that they’re building. If you are a manager or a leader who is trying to rapidly scale a project or a business unit within a larger company, blitzscaling can help you too. And while we draw these lessons primarily from the world of high tech, many of the principles and frameworks the book lays out (especially regarding people management) are applicable to high-growth companies in most industries worldwide, from European fast-fashion retailers to Texan oil shale companies.”
197. “Balance is not better time management, but better boundary management. Balance means making choices and enjoying those choices.”
198. “Balance is not better time management, but better boundary management.” —Betsy Jacobson, Author and Businesswoman
199. “Micromanagement is the destroyer of momentum.” - Miles Anthony Smith
200. Launch your new business with us. We’ll get you covered with everything from insurance to marketing and social media management
201. “As the influential management thinker Peter Drucker taught, the best—perhaps even the only—way to predict the future is to create it.10” ― James C. Collins, Great by Choice: Uncertainty, Chaos, and Luck--Why Some Thrive Despite Them All
202. “Around 1900 a sales executive discovered a “scientific” principle of sales management. It received a lot of publicity and even found its way into textbooks. The principle was this: There is one best way to sell a product. Find the best way. Then never deviate from it.”
203. “The time dimension is inherent in management because management is concerned with decisions for action. And action is always aimed at results in the future.” – The Practice of Management, 1954
204. “Graham feels that five elements are decisive.1 He summarizes them as: the company’s “general long-term prospects” the quality of its management its financial strength and capital structure its dividend record and its current dividend rate.”
205. “While blitzscaling requires risk taking, it doesn’t require unnecessary risk taking. Indeed, the higher level of risk associated with blitzscaling makes risk management even more valuable and important. As Yahoo! cofounder Jerry Yang told us in an interview for Reid’s Masters of Scale podcast, “All bold strategies have a risk. If you don’t see it, you’re flying risk-blind.”
206. “Which factors determine how much you should be willing to pay for a stock? What makes one company worth 10 times earnings and another worth 20 times? How can you be reasonably sure that you are not overpaying for an apparently rosy future that turns out to be a murky nightmare? Graham feels that five elements are decisive.1 He summarizes them as: the company’s “general long-term prospects” the quality of its management its financial strength and capital structure its dividend record and its current dividend rate.”
207. -Weak leadership and management can affect the morale of the people.
208. Good governance is not fire-fighting or crisis-management. Instead of opting for ad-hoc solutions the need of the hour is to tackle the root cause of the problems. - Author: Narendra Modi
209. “An organization has integrity is healthy when it is whole, consistent, and complete, that is, when its management, operations, strategy, and culture fit together and make sense.” - Patrick Lencioni Infographic published by Neil Beyersdorf neil-beyersdorf.branded.me/
210. “If I had learned more about business ahead of time, I would have been shaped into believing that it was only about finances and quality management.”
211. “Systematically targeting objectives and budgeting for them, creating plans to achieve those objectives, organizing for implementation, and then controlling the process to keep it on track – this is the essence of management.”
212. “For example, in 2015, Payal Kadakia, the founder of ClassPass (a monthly subscription service for fitness classes) decided that she needed to double the size of her staff in just three months so that ClassPass would be able expand into more cities. To achieve this kind of speed, Kadakia and her team abandoned traditional hiring processes and followed two simple rules. First, they hired people from their personal networks, with an emphasis on “branded” talent. For example, if an employee had a friend, and that friend worked for the management consulting firm Bain & Company, that friend got hired because ClassPass could assume that the person was smart and would get along with people. Second, some of the time saved by not interviewing for skills allowed the team to interview for alignment with the company’s mission. Crazy? Perhaps. But ClassPass was in a crowded, emerging market, and being able to hire faster than the competition helped it maintain and increase its leadership position. Blitzscaling also requires a strong focus on risk management. While blitzscaling requires risk taking, it doesn’t require unnecessary risk taking. Indeed, the higher level of risk associated with blitzscaling makes risk management even more valuable and important. As Yahoo! cofounder Jerry Yang told us in an interview for Reid’s Masters of Scale podcast, “All bold strategies have a risk. If you don’t see it, you’re flying risk-blind.”
213. American foreign policy must be more than the management of crisis. It must have a great and guiding goal: to turn this time of American influence into generations of democratic peace. - Author: George W. Bush
214. “I am fond of pointing out to entrepreneurs and executives that “in theory, you don’t need practice.” What I mean is that no matter how brilliant your business model and growth strategy, you won’t be able to build a real-world (i.e., non-theoretical) blockbuster company without a lot of practice. But that problem is magnified when you’re trying to blitzscale. The kind of growth involved in blitzscaling typically means major human resources challenges. Tripling the number of employees each year isn’t uncommon for a blitzscaling company. This requires a radically different approach to management than that of a typical growth company, which would be happy to grow 15 percent per year and can take time finding a few perfect hires and obsessing about corporate culture. As we will discuss in more detail later in the book, companies that blitzscale have to rapidly navigate a set of key transitions as their organizations grow, and have to embrace counterintuitive rules like hiring “good enough” people, launching flawed and imperfect products, letting fires burn, and ignoring angry customers. Over the course of this book, we’ll see how business model, growth strategy, and management innovation work together to form the high-risk, high-reward process of blitzscaling.”
215. “Leadership is working with goals and vision; management is working with objectives.” – Russel Honore
216. “People who rise to the top in any occupation—business management, selling, law, engineering, acting, or what have you—get there because they have superior attitudes and use their good sense in applied hard work.”
217. “When blitzscaling, speed is more important than having a “well-run” organization. Under normal circumstances, you should strive for organizational coherence and stability. Chaotic, unstable organizations make employees nervous and hurt morale. But when you’re scaling up at lightning speed, you may need to reorganize the company three times in a single year, or repeatedly churn through members of your management team.”
218. “Employees who believe that management is concerned about them as a whole person – not just an employee – are more productive, more satisfied, more fulfilled. Satisfied employees mean satisfied customers, which leads to profitability.” - Anne M. Mulcahy
219. The goal of management is to remove obstacles.' – Paul Orfalea
220. “As I mentioned in the first chapter, management experts Dave Logan, John King, and Halee Fischer-Wright describe five stages of tribal development in their book, Tribal Leadership. My goal in my first year as head coach was to transform the Bulls from a stage 3 team of lone warriors committed to their own individual success (“I’m great and you’re not”) to a stage 4 team in which the dedication to the We overtakes the emphasis on the Me (“We’re great and you’re not”).”
221. “This is the key to time management – to see the value of every moment. – Menachem Mendel Schneerson
222. “The conventional definition of management is getting work done through people, but real management is developing people through work.”
223. “Mediocrity results first and foremost from management failure, not a technology failure”.
224. One bad day from one member of my staff doesn’t mean they are not really good at their jobs the rest of the time. I play a long game in terms of management.—Helen McCabe
225. “It’s not about better time management. It’s about better life management” — Alexandra of The Productivity Zone
226. “Most of what we call management consists of making it difficult for people to get their jobs done.”
227. “Lack of harmony and cooperation between the railroad management and the workers has made it necessary for the railroads to increase their freight and passenger rates, and this, in turn, has increased the cost of life's necessities to almost unbearable proportions. Here, again, lack of cooperation between a few leads to hardship for millions of people.”
228. “I’ve actually not read any books on time management.” – Elon Musk
229. The art of crisis management is to raise the stakes to where the adversary will not follow, but in a manner that avoids a tit for tat. - Author: Henry Kissinger
230. Boundaries and risk management are very important parts of living a healthy and positive life.
231. “People and their behaviours are what deliver results to your organisation,” said Mark Hortsman, co-founder of Manager Tools, a management consulting firm. “Not systems, not processes, not computers, not machines.”
232. “In the Next Society’s corporation, top management will be the company. Everything else can be outsourced.”
233. The key to successful leadership today is influence, not authority. — Kenneth Blanchard, author and management expert
234. Time management is really personal management, life management. and management of yourself.' – Brian Tracy
235. “Time management is an oxymoron. Time is beyond our control, and the clock keeps ticking regardless of how we lead our lives. Priority management is the answer to maximizing the time we have. – John C. Maxwell
236. “Success in the knowledge economy comes to those who know themselves—their strengths, their values, and how they best perform.” - Peter Drucker, management consultant, educator, and author
237. “You’ve got to know what you want. This is central to acting on your intentions. When you know what you want, you realize that all there is left then is time management. You’ll manage your time to achieve your goals because you clearly know what you’re trying to achieve in your life.”
238. “The damage caused by overconfident CEOs is compounded when the business press anoints them as celebrities; the evidence indicates that prestigious press awards to the CEO are costly to stockholders. The authors write, “We find that firms with award-winning CEOs subsequently underperform, in terms both of stock and of operating performance. At the same time, CEO compensation increases, CEOs spend more time on activities outside the company such as writing books and sitting on outside boards, and they are more likely to engage in earnings management.”
239. “Circular Strategy is a comprehensive active management of strategy in a business”
240. “The husband and wife who open another delicatessen store or another Mexican restaurant in the American suburb surely take a risk. But are they entrepreneurs? All they do is what has been done many times before. They gamble on the increasing popularity of eating out in their area, but create neither a new satisfaction nor new consumer demand. Seen under this perspective they are surely not entrepreneurs even though theirs is a new venture. McDonald’s, however, was entrepreneurship. It did not invent anything, to be sure. Its final product was what any decent American restaurant had produced years ago. But by applying management concepts and management techniques (asking, What is “value” to the customer?), standardizing the “product,” designing process and tools, and by basing training on the analysis of the work to be done and then setting the standards it required, McDonald’s both drastically upgraded the yield from resources, and created a new market and a new customer. This is entrepreneurship.”
241. “Control is not leadership; management is not leadership; leadership is leadership. If you seek to lead, invest at least 50% of your time in leading yourself – your own purpose, ethics, principles, motivation, conduct. Invest at least 20% leading those with authority over you and 15% leading your peers.” – Dee Hock
242. “The secret of crisis management is not good vs. bad, it’s preventing the bad from getting worse.” – Andy Gilman
243. “If only there were 25 hours in a day or 8 days in a week.” If you’ve caught yourself muttering these phrases, perhaps after another Sunday working, then you may have a problem with time management. Of course, there is enough time for everything if you have no deadlines, but that’s not the reality. To be able to optimize your day and make the most out of the precise time you have, while having a little time to relax, it’s essential to get your timekeeping in order. Sit down the night before and plan the day ahead. Try not to over-schedule yourself, as tempting as it may be, and be realistic about what you can accomplish in a day, without putting any undue stress on yourself. By planning in advance, you’ll save yourself a massive headache and will be able to head to bed and not worry about what tomorrow will bring.
244. “It can be said without too much oversimplification that there are no 'underdeveloped countries'. There are only 'undermanaged' ones. Japan a hundred years ago was an underdeveloped country by every material measurement. But it very quickly produced management of great competence, indeed, of excellence. Within twenty-five years Meiji Japan had become a developed country, and, indeed, in some aspects, such as literacy, the most highly developed of all countries. We realize today that it is Meiji Japan, rather than eighteenth-century England - or even ninetheenth-century Germany - which has to be the model of development for the underdeveloped world. This means that management is the prime mover and that development is a consequence. (p. 45)”
245. “With the strong support and advocacy of the C-suite, particularly our CEO, that really motivates us to create this scalable global DE&I platform across the enterprise. [It] permeates the entire management team and leadership team —focus and commitment.” — Joe Simms, chief diversity officer of Stanley BLACK+DECKER.
246. “The problem with trying to make time for everything that feels important—or just for enough of what feels important—is that you definitely never will. The reason isn’t that you haven’t yet discovered the right time management tricks or supplied sufficient effort, or that you need to start getting up earlier, or that you’re generally useless. It’s that the underlying assumption is unwarranted: there’s no reason to believe you’ll ever feel ‘on top of things,’ or make time for everything that matters, simply by getting more done.”
247. “It's possible to see how much the brand culture rubs off on even the most sceptical employee. Joanne Ciulla sums up the dangers of these management practices: 'First, scientific management sought to capture the body, then human relations sought to capture the heart, now consultants want tap into the soul... what they offer is therapy and spirituality lite... [which] makes you feel good, but does not address problems of power, conflict and autonomy.'¹0 The greatest success of the employer brand' concept has been to mask the declining power of workers, for whom pay inequality has increased, job security evaporated and pensions are increasingly precarious. Yet employees, seduced by a culture of approachable, friendly managers, told me they didn't need a union - they could always go and talk to their boss.
248. “ Good management consists in showing average people how to do the work of superior people.” - John D. Rockefeller
249. “Seems Google management figured out it is cheaper, happier and more productive to take care of their employees and create a positive work environment than to burn them to a crisp, make them afraid of the future, and send them off into the highways and byways of California in search of a Taco Bell for lunch.” ~ Joe McNally
250. “One of the most intriguing things in management and in business is the role of storytelling – people need the anecdotes to do the work that they do.”
251. “The Church has tried to marry the New Testament model of leadership with corporate & professional models. The marriage hasn’t worked too well as primary reliance on professional management tools replaces reliance on the presence, initiative & guidance we can only gain through His Spirit.” – John Wimber
252. Good management consists in showing average people how to do the work of superior people.' – John D. Rockefeller
253. “The conventional definition of management is getting work done through people, but real management is developing people through work.” — Agha Hasan Abedi
254. Good time management is about fulfillment
255. “In crisis management, be quick with the facts and slow with the blame.”
256. “It helped us know exactly who we were speaking to at all times. And exactly whose problems we were solving. But simplicity and ease may not be enough to sway you, so let me illustrate why honing in on one niche will make you more money. Reason: you can literally charge 100x more for the exact same product. Dan Kennedy was the first person to illustrate this for me, and I will do my best to pass on the torch to you in these pages. Niching Product Pricing Example: Example Dan Kennedy taught me this (and it changed my life forever). Let’s say you sold a generic course on Time Management. Unless you were some massive time management guru with a compelling or unique story, it would be unlikely it would turn into anything significant. What do you think “yet another” time management course is valued at? $19, $29? Sure. Nothing to write home about. Let’s just say $19 for illustration sake. **Now we shall unleash the power of niche pricing in various stages on your product** So let’s imagine you make the product more specific, keeping the same principles, and call it “Time Management For Sales Professionals.” All of a sudden, this course is for a more specific type of person. We could tie their increase to even one more sale or one more deal and it would be worth more. But there are a lot of sales people. So this might be a $99 product. Neat, but we can do better. So let’s go down another level of niching and call our product…. “Time Management for B2B Outbound Sales Reps.” Following the same principles of specificity, now we know our sales people probably have very experienced deals and commissions. A single sale would easily net this salesman $500 (or more), so it would be easy to justify a $499 price tag. This is already a 25x increase in price for almost an identical product. I could stop here, but I’m going to go one step further. Let’s just niche down one last level…. “Time Management for B2B Outbound Power Tools & Gardening Sales Reps.” Boom. Think about it for a second, if you were a power tools outbound sales rep, you would think to yourself “This is made exactly for me” and would happily fork over maybe $1000 to $2000 for a time management program that could help you achieve your goal.”
257. “Read Dr. Schindler’s book and develop your program for ‘emotions management.”
258. “Our mission statement about treating people with respect and dignity is not just words but a creed we live by every day. You can’t expect your employees to exceed the expectations of your customers if you don’t exceed the employees’ expectations of management.”
259. “An equally important task for top management in the next society’s corporation will be to balance the three dimensions of the corporation: as an economic organization, as a human organization, and as an increasingly important social organization.” — Peter Drucker
260. “I consider myself a “social ecologist,” concerned with man’s man-made environment the way the natural ecologist studies the biological environment.....the discipline itself boasts an old and distinguished lineage. Its greatest document is Alexis de Tocqueville’s Democracy in America. But no one is as close to me in temperament, concepts, and approach as the mid-Victorian Englishman Walter Bagehot. Living (as I have) in an age of great social change, Bagehot first saw the emergence of new institutions: civil service and cabinet government, as cores of a functioning democracy, and banking as the center of a functioning economy. A hundred years after Bagehot, I was first to identify management as the new social institution of the emerging society of organizations and, a little later, to spot the emergence of knowledge as the new central resource, and knowledge workers as the new ruling class of a society that is not only “postindustrial” but postsocialist and, increasingly, post-capitalist. As it had been for Bagehot, for me too the tension between the need for continuity and the need for innovation and change was central to society and civilization.”
261. “The question to ask is not “What is top management?” The question is “What are the specific things to be done in this business which are of crucial importance to the success and survival of the business and which can be done only by top management?”
262. Whenever you see a successful business, someone once made a courageous decision. —Peter F. Drucker, Austrian-American management consultant, educator, and author
263. “Ian also had issues with Elizabeth’s management, especially the way she siloed the groups off from one another and discouraged them from communicating. The reason she and Sunny invoked for this way of operating was that Theranos was “in stealth mode,” but it made no sense to Ian. At the other diagnostics companies where he had worked, there had always been cross-functional teams with representatives from the chemistry, engineering, manufacturing, quality control, and regulatory departments working toward a common objective. That was how you got everyone on the same page, solved problems, and met deadlines.”
264. “The difference in the very successful and the very unsuccessful finally reduced to differences in attitudes, or difference in thought management. The top group worried less, was more enthusiastic, had a sincere liking for people.”
265. “Management is a set of processes that can keep a complicated system of people and technology running smoothly. The most important aspects of management include planning, budgeting, organizing, staffing, controlling, and problem-solving. Leadership is a set of processes that creates organizations in the first place or adapts them to significantly changing circumstances. Leadership defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles.”
266. When we own portions of outstanding businesses with outstanding managements, our favorite holding period is forever.” – Warren Buffett
267. “I think time management as a label encourages people to view each 24-hour period as a slot to which they should pack as much as possible.”
268. “Until we can manage time, we can manage nothing else.” -Peter F. Drucker, time management quotes by peter drucker
269. “In discovering the basic principle of the nature of man, Frankl described an accurate self-map from which he began to develop the first and most basic habit of a highly effective person in any environment, the habit of proactivity. While the word proactivity is now fairly common in management literature, it is a word you won’t find in most dictionaries. It means more than merely taking initiative. It means that as human beings, we are responsible for our own lives. Our behavior is a function of our decisions, not our conditions. We can subordinate feelings to values. We have the initiative and the responsibility to make things happen. Look at the word responsibility—“response-ability”—the ability to choose your response. Highly proactive people recognize that responsibility. They do not blame circumstances, conditions, or conditioning for their behavior. Their behavior is a product of their own conscious choice, based on values, rather than a product of their conditions, based on feeling.”
270. “First, the dividend return is relatively high. Second, the reinvested earnings are substantial in relation to the price paid and will ultimately affect the price. In a five-to seven-year period these advantages can bulk quite large in a well-selected list. Third, a bull market is ordinarily most generous to low-priced issues; thus it tends to raise the typical bargain issue to at least a reasonable level. Fourth, even during relatively featureless market periods a continuous process of price adjustment goes on, under which secondary issues that were undervalued may rise at least to the normal level for their type of security. Fifth, the specific factors that in many cases made for a disappointing record of earnings may be corrected by the advent of new conditions, or the adoption of new policies, or by a change in management.”
271. “Get the right people. Then no matter what all else you might do wrong after that, the people will save you. That’s what management is all about.”
272. “Effective leadership is putting first things first. Effective management is discipline, carrying it out.” –Stephen Covey
273. “Human resource management begins in elementary school. You can’t expect to hire a 21 year old or a 40 year old or a 60 year old and magically with good training, replace the programming they received in K-12.”
274. “It is inevitable that any one who can borrow freely to cover errors of management will borrow rather than correct the errors.”
275. “Time management is really life management”
276. “Resolving these problems by a common code of behavior is the only way to make the multinational what it should and could be: a powerful instrument for economic strength and political harmony. The problems are largely political and legal. But they are problems which it is the duty—and the opportunity—of top management in the multinationals to think through. Otherwise, it is safe to predict, political solutions will be imposed on the multinationals which can only damage them and the world economy.”
277. “A professional poker game has many benefits. It helps to develop positive traits, such as patience, humility, control, and analytical thinking. Poker also teaches us to focus on those elements that we can control and to let go of those we have no influence over. The nature of the game and variance force us to acquire skills of capital management and distance ourselves from money. Poker primarily teaches us about discipline, self-control, and making decisions with a long-term perspective.”
278. “To be rigorous means consistently applying exacting standards at all times and at all levels, especially in upper management. To be rigorous, not ruthless, means that the best people need not worry about their positions and can concentrate fully on their work.”
279. “After an extensive reading of the literature, I conclude that strategic human resource management researchers as a group deserve a D to F grade. Among the problems are an over-reliance on knowledge areas and perspectives pertaining to the internal dimension of organizations and management (eg strategy, psychology, and organizational behavior) and too little attention paid to those areas and perspectives dealing with the external dimension (economics, industrial/employment relations and the macro side of sociology)”
280. “I like to do weird things in the shower, like drink my coffee, brush my teeth and drink a smoothie. It’s good time management. – Michelle Williams
281. In crisis management, be quick with the facts, slow with the blame. - Author: Leonard Saffir
282. “The man who focuses on efforts and who stresses his downward authority is a subordinate no matter how exalted his title and rank. But the man who focuses on contribution and who takes responsibility for results, no matter how junior, is in the most literal sense of the phrase, “top management.” He holds himself accountable for the performance of the whole.”
283. “Fifty years later, in the 1920s, the American DuPont Company independently set up a similar unit and called it a Developmental Department. This department gathers innovative ideas from all over the company, studies them, thinks them through, analyses them. Then it proposes to top management which ones should be tackled as major innovative projects. From the beginning, it brings to bear on the innovation all the resources needed: research, development, manufacturing, marketing, finance, and so on. It is in charge until the new product or service has been on the market for a few years.”
284. “Trust is knowing that when a team member does push you, they’re doing it because they care about the team ” – Patrick Lencioni, American business management writer
285. “I am not good at math, have never studied management, and still cannot read accounting reports.”
286. “His aggressive, in-your-face style and edict to be number one or two in every major sector was embraced by both management consultants and business school faculty. Jack’s aggressive style was matched by his growth-by-acquisition strategy which allowed GE to produce consistent double-digit growth in earnings per share. And, while his performance was tremendous, his exit was followed by arguably poor performance of future GE CEOs. The failure of subsequent CEOs underscores how important Welch’s leadership was to GE.”
287. “An organization has integrity—is healthy—when it is whole, consistent, and complete, that is, when its management, operations, strategy, and culture fit together and make sense.”
288. “As you renew your mental dimension, you reinforce your personal management (Habit 3). As you plan, you force your mind to recognize high leverage Quadrant II activities, priority goals, and activities to maximize the use of your time and energy, and you organize and execute your activities around your priorities. As you become involved in continuing education, you increase your knowledge base and you increase your options. Your economic security does not lie in your job; it lies in your own power to produce—to think, to learn, to create, to adapt. That’s true financial independence. It’s not having wealth; it’s having the power to produce wealth. It’s intrinsic.”
289. “I’ve actually not read any books on time management.”
290. “the best thinking in the area of time management can be captured in a single phrase: Organize and execute around priorities.”
291. “Employees who believe that management is concerned about them as a whole person — not just an employee — are more productive, more satisfied, more fulfilled. Satisfied employees mean satisfied customers, which leads to profitability.” — Anne M. Mulcahy, CEO, Xerox
292. “In one of their last email exchanges, he recommended two management self-help books to her, The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn’t and Beyond Bullsh*t: Straight-Talk at Work, and included their links on Amazon.com. He quit two days later. His resignation email read in part:”
293. “Because management deals mostly with the status quo and leadership deals mostly with change, in the next century we are going to have to try to become much more skilled at creating leaders.”
294. “As much as companies might yearn for a stable environment and employees might yearn for lifetime employment, the world has irrevocably changed. But we also can’t keep going the way we’ve been going. Trust in the business world (as measured by the proportion of employees who say they have a “high level of trust in management and the organization” they work for) is near an all-time low.6 A business without loyalty is a business without long-term thinking. A business without long-term thinking is a business that’s unable to invest in the future. And a business that isn’t investing in tomorrow’s opportunities and technologies—well, that’s a company already in the process of dying.”
295. “Those who build great companies understand that the ultimate throttle on growth for any great company is not markets, or technology, or competition, or products. It is one thing above all others: the ability to get and keep enough of the right people. The management team”
296. “As the corporation moves towards a confederation or a syndicate, it will increasingly need a top management that is separate, powerful, and accountable. This top management’s responsibilities will cover the entire organization’s direction, planning, strategy, values, and principles; its structure and its relationship between its various members; its alliances, partnerships, and joint ventures; and its research, design, and innovation.” — Peter Drucker
297. Weak leadership and management can affect the morale of the people.
298. “Stress and anxiety at work have less to do with the work we do and more to do with weak management and leadership.” ~ Simon Sinek
299. “Time management is an oxymoron. Time is beyond our control, and the clock keeps ticking regardless of how we lead our lives. Priority management is the answer to maximizing the time we have.”
300. “In addition to seeking help on an ad hoc basis, I believe it’s a good idea to be systematic about learning from others. I advise entrepreneurs to have a personal board of advisers or “board of directors” who can proffer advice and help you fill the gaps in your knowledge. For example, I have a set of informal advisers who help me learn about the areas that matter to me, including very specific topics like virality or people management. If you’re serious about someday blitzscaling a company, you should think of your mentors as a board of directors. Regularly report to them on your progress, and ask them how you can do better.”
301. “Whenever you see a successful business, someone once made a courageous decision.” —Peter F. Drucker, Austrian-American management consultant, educator, and author
302. “Effective leadership is putting first things first. Effective management is discipline, carrying it out.” – Stephen Covey
303. “It’s unfortunate that you don’t see the loyalty from management to players and players to management like we used to see in the old days. ” — Kevin Johnson
304. Being constantly the hub of a network of potential interruptions provides the excitement and importance of crisis management. As well as the false sense of efficiency in multitasking, there is the false sense of urgency in multi-interrupt processing. - Author: Michael Foley
305. “Micromanagement fails because no one person can control multiple people executing a vast number of actions in a dynamic environment, where changes in the situation occur rapidly and with unpredictability. It also inhibits the growth of subordinates: when people become accustomed to being told what to do, they begin to await direction. Initiative fades and eventually dies. Creativity and bold thought and action soon die as well. The team becomes a bunch of simple and thoughtless automatons, following orders without understanding, moving forward only when told to do so. A team like that will never achieve greatness.”
306. Personnel Is Central to Management. Reagan’s presidential administration centralized personnel selection and management to an unprecedented extent. His team’s mantra was: “Personnel is policy.” Paradoxically at first glance, the central supervision of personnel management worked hand-in-glove within an overall approach of decentralizing and delegating authority.
307. “And I’d say one of the great lessons I’ve learned over the past couple of decades, from a management perspective, is that really, when you come down to it, it really is all about people and all about leadership.” - Steve Case, former CEO of AOL
308. “You’ve got to know what you want. This is central to acting on your intentions. When you know what you want, you realize that all there is left then is time management. You’ll manage your time to achieve your goals because you clearly know what you’re trying to achieve in your life. – Patch Adams
309. “If you are a corporate executive, you need to make crisis preparedness and crisis management an integral part of your business planning.” – Rich Klein of LawFirmsPR
310. “What do I mean by concentration? I mean focusing totally on the business at hand and commanding your body to do exactly what you want it to do.” – Arnold Palmer, time management quotes business
311. “Concentrate all your thoughts upon the work at hand. The sun’s rays do not burn until brought to a focus.” – Alexander Graham Bell, time management quotes for work
312. “Time management is the mantra of my life.” – Vir Das
313. “Time management is an oxymoron. Time is beyond our control, and the clock keeps ticking regardless of how we lead our lives. Priority management is the answer to maximizing the time we have.” – John Maxwell
314. “A month or two after Jobs’s death, some of Greg’s colleagues in the engineering department began to notice that Elizabeth was borrowing behaviors and management techniques described in Walter Isaacson’s biography of the late Apple founder. They were all reading the book too and could pinpoint which chapter she was on based on which period of Jobs’s career she was impersonating.”
315. “Boundary setting is really a huge part of time management. – Jim Loehr
316. “So how should you, as an intelligent investor, go about being an intelligent owner? Graham starts by telling us that “there are just two basic questions to which stockholders should turn their attention: Is the management reasonably efficient? Are the interests of the average outside shareholder receiving proper recognition?”4”
317. “Business success depends on management decision-making from hindsight and insight for razor focused foresight without which careful oversight would be difficult at best.”
318. “If I had learned more about business ahead of time, I would have been shaped into believing that it was only about finances and quality management.” Anita Roddick
319. “Employees who believe that management is concerned about them as a whole person—not just an employee—are more productive, more satisfied, more fulfilled. Satisfied employees mean satisfied customers, which leads to profitability.” — Anne Mulcahy, former chairperson and CEO of Xerox Corporation
320. “Graham begins his original (1949) discussion of “The Investor as Business Owner” by pointing out that, in theory, “the stockholders as a class are king. Acting as a majority they can hire and fire managements and bend them completely to their will.” But, in practice, says Graham, the shareholders are a complete washout. As a class they show neither intelligence nor alertness. They vote in sheeplike fashion for whatever the management recommends and no matter how poor the management’s record of accomplishment may be….”
321. “We find that firms with award-winning CEOs subsequently underperform, in terms both of stock and of operating performance. At the same time, CEO compensation increases, CEOs spend more time on activities outside the company such as writing books and sitting on outside boards, and they are more likely to engage in earnings management.”
322. Address the solvable first, instructs the father by way of teaching his son crisis management. That way, he counsels, there is less distraction to tackle more daunting issues. - Author: Brian Herbert
323. “Being in control of your life and having realistic expectations about your day-to-day challenges are the keys to stress management, which is perhaps the most important ingredient to living a happy, healthy, and rewarding life.”
324. Leadership contains certain elements of good management, but it requires that you inspire, that you build durable trust. For an organization to be not just good but to win, leadership means evoking participation larger than the job description, commitment deeper than any job contract wording. – Stanley A. McChrystal
325. “The higher your energy level, the more efficient your body. The more efficient your body, the better you feel and the more you will use your talent to produce outstanding results.” – Tony Robbins, efficient time management quotes
326. “The first rule of management is delegation. Don’t try to do everything yourself, because you can’t.” – Anthea Turner
327. So much of what we call management consists in making it difficult for people to work. —Peter Drucker
328. Good management is the art of making problems so interesting and their solutions so constructive that everyone wants to get to work and deal with them.' – Paul Hawken
329. “The conventional definition of management is getting work done through people, but real management is developing people through work.” ~ Agha Hasan Abedi
330. “Effective leadership is putting first things first. Effective management is discipline, carrying it out.” – Stephen R. Covey
331. “The Gospel isn’t a life management program. It shouldn’t merely be the crutch we fall on when life gets ugly. It should be the legs we walk on, the air we breathe.”
332. “The Great Depression, like most other periods of severe unemployment, was produced by government mismanagement rather than by any inherent instability of the private economy.” — Milton Friedman
333. “time management’ is really a misnomer–the challenge is not to manage time, but to manage ourselves.”
334. “Two men looked out from prison bars, one saw the mud, the other saw stars.” - Dale Carnegie, management guru
335. “Perhaps nothing is more indicative of the quality of a company's management than its accounting methods.”
336. “Efficient management without effective leadership is, as one individual has phrased it, “like straightening deck chairs on the Titanic.”
337. What we call a financial crisis is really at its core a crisis of management, and not just a crisis of management, but a crisis of management culture ... In other words, what you had is a detachment of people who know the business from people who are running the business. - Author: Henry Mintzberg
338. “Earlier, my priority was only work. I worked like a dog before I got married. After marriage, once you have a baby, time management is difficult. Your responsibilities change, your priorities change. And you have to concentrate on them if you have to work out your life. Your career is just a part of your life. For me, my family is my life. – Kajol
339. “I’ve been promoted to middle management. I never thought I’d sink so low.” ~ Tim Gould
340. “For the existing enterprise, whether business or public-service institution, the controlling word in the term ‘entrepreneurial management’ is ‘entrepreneurial’. For the new venture, it is ‘management’. In the existing business, it is the existing that is the main obstacle to entrepreneurship. In the new venture, it is its absence. The new venture has an idea. It may have a product or a service. It may even have sales, and sometimes quite a substantial volume of them. It surely has costs. And it may have revenues and even profits. What it does not have is a ‘business’, a viable, operating, organized ‘present’ in which people know where they are going, what they are supposed to do, and what the results are or should be. But unless a new venture develops into a new business and makes sure of being ‘managed’, it will not survive no matter how brilliant the entrepreneurial idea, how much money it attracts, how good its products, nor even how great the demand for them.”
341. “Mr. Cordiner’s advice is sound and practical. Live it. Persons who reach the top rungs in business management, selling, engineering, religious work, writing, acting, and in every other pursuit get there by following conscientiously and continuously a plan for self-development and growth.”
342. “The essence of investment management is the management of risks, not the management of returns.”
343. “So much of what we call management consists in making it difficult for people to work.” — Peter Drucker
344. “Time management is really life management, personal management. It is really taking control of the sequence of events. Time management is taking control over what you do next.”
345. “With all my employees, I listen to them, trust in them, believe in them, respect them and let them have a go! I never believe I know better than they do and have been fortunate over the years to build up a very strong management team whom I can trust and take advice from.”
346. Ask your direct reports about what kind of management they would prefer.
347. “Some in management positions operate as if they are in a tree of monkeys. They make sure that everyone at the top of the tree looking down sees only smiles. But all too often, those at the bottom looking up see only asses.”
348. “Management is a set of processes that can keep a complicated system of people and technology running smoothly. The most important aspects of management include planning, budgeting, organizing, staffing, controlling, and problem solving. Leadership is a set of processes that creates organizations in the first place or adapts them to significantly changing circumstances. Leadership defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles”
349. “It’s as simple as this When people don’t unload their opinions and feel like they’ve been listened to, they won’t really get on board ” – Patrick Lencioni, American business management writer
350. “Stress and anxiety at work have less to do with the work we do and more to do with weak management and leadership.” ― Simon Sinek, Leaders Eat Last: Why Some Teams Pull Together and Others Don’t
351. “Leadership is more than management. Leadership is: • People more than projects • Movement more than maintenance • Art more than science • Intuition more than formula • Vision more than procedure • Risk more than caution • Action more than reaction • Relationships more than rules • Who you are more than what you do If you want to influence others, then you must learn to lead.”
352. “in its people decisions, management must demonstrate that it realizes that integrity is one absolute requirement of a manager, the one quality that he has to bring with him and cannot be expected to acquire later on. And management must demonstrate that it requires the same integrity of itself.”
353. “The David Dao incident is a classic example of how a poor articulation of company values can weaken the culture. The employees on the ground believed they needed to bump passengers from the flight so that United could get another flight crew to their plane (i.e., “flying right”) and that meeting metrics such as on-time departures and flight cancellations was more important than treating customers with “respect and dignity” (which most of us would agree does not include breaking their noses and knocking out their teeth). In contrast, Southwest Airlines is not only clear about its company values but makes them the emphasis of hiring and management. The mentality isn’t: “We’ll know it when we see it.” Instead, it is: “Does this person already live the way we do?” The company uses behavioral interview questions to determine whether candidates are a cultural fit. For example, to determine someone’s ability to be a selfless team player, they might ask her to describe a time when she went above and beyond to help a coworker succeed. The airline acknowledges that certain positions call for specific skill sets. As Southwest puts it, “We’re not going to hire a pilot who has a great attitude but can’t fly a plane!” But, when it comes down to two equally qualified candidates, the one who lives Southwest’s values receives the offer. And, even when Southwest finds a qualified candidate who doesn’t have the right values, it will keep looking until it finds someone who does—no matter how long the job has gone unfilled.”
354. “Effective leadership is putting first things first. Effective management is discipline, carrying it out.” Stephen Covey
355. “Anything that is wasted effort represents wasted time. The best management of our time thus becomes linked inseparably with the best utilization of our efforts.“ – Ted W. Engstrom
356. “Good management consists in showing average people how to do the work of superior people.” – John Rockefeller
357. “The literature is full of discussions of these questions; full of stories of the ‘entrepreneurial personality’ and of people who will never do anything but innovate. In the light of our experience – and it is considerable – these discussions are pointless. By and large, people who do not feel comfortable as innovators or as entrepreneurs will not volunteer for such jobs; the gross misfits eliminate themselves. The others can learn the practice of innovation. Our experience shows that an executive who has performed in other assignments will do a decent job as an entrepreneur. In successful entrepreneurial businesses, nobody seems to worry whether a given person is likely to do a good job of development or not. People of all kinds of temperaments and backgrounds apparently do equally well. Any young engineer in 3M who comes to top management with an idea that makes sense is expected to take on its development.”
358. – A core tenet of workplace management, human relations, leadership, and basically everything else in life, is that when we feel hopeless and devastated (like many of us do with our work situation) about some area of life, and we feel like we have no control, then the result is rarely positive (at least until we overcome it).
359. “Action to achieve sociocultural diversity—closely overseen by top management—must be part of a transformation project for the company as a whole. ...The mobilization of the management team and the whole organization must be strong and visible, both to employees and to external stakeholders such as consumers, investors, the media, and the general public.”
360. “The key activities are not to be found in books. They emerge from analysis of the specific enterprise. Two enterprises that to an outsider appear to be in an identical line of business may well end up defining their key activities quite differently. One, for instance, may put production in the centre; the other, customer service. Only two key activities are always present in any organization: there is always the management of people and there is always the management of money. The rest has to be determined by the people within looking at the enterprise and at their own jobs, values, and goals.”
361. “Employees who believe that management is concerned about them as a whole person — not just an employee — are more productive, more satisfied, more fulfilled. Satisfied employees mean satisfied customers, which leads to profitability.”
362. “Discussions of entrepreneurship tend to focus on the personalities and attitudes of top management people, and especially of the chief executive. 4 Of course, any top management can damage and stifle entrepreneurship within its company. It’s easy enough. All it takes is to say ‘No’ to every new idea and to keep on saying it for a few years – and then make sure that those who came up with the new ideas never get a reward or a promotion and become ex-employees fairly swiftly. It is far less certain, however, that top management personalities and attitudes can by themselves – without the proper policies and practices – create an entrepreneurial business, which is what most of the books on entrepreneurship assert, at least by implication. In the few short-lived cases I know of, the companies were built and still run by the founder. Even then, when it gets to be successful the company soon ceases to be entrepreneurial unless it adopts the policies and practices of entrepreneurial management. The reason why top management personalities and attitudes do not suffice in any but the very young or very small business is, of course, that even a medium-sized enterprise is a pretty large organization. It requires a good many people who know what they are supposed to do, want to do it, are motivated towards doing it, and are supplied with both the tools and continuous reaffirmation. Otherwise there is only lip service; entrepreneurship soon becomes confined to the CEO’s speeches.”
363. “Making more money will not solve your problems if cash-flow management is the problem. The people who understand the power of financial numbers have power over those who do not.”
364. “My favorite things in life don’t cost any money. It’s really clear that the most precious resource we all have is time.” – Steve Jobs, time management quotes by Steve Jobs
365. “Effective leadership is not about making speeches or being liked; leadership is defined by results, not attributes.” — Peter Drucker, Austrian writer and management consultant
366. “Good management is the art of making problems so interesting and their solutions so constructive that everyone wants to get to work and deal with them.” — Paul Hawkin
367. Most of what we call management consists of making it difficult for people to get their work done. — Peter Drucker
368. “In one of their last email exchanges, he recommended two management self help books to her, 'The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn't' and 'Beyond Bullshit: Straight-Talk at Work', and included their links on Amazon.com. He quit two days later. His resignation email read in part: 'good luck and please do read those books, watch The Office, and believe in the people who disagree with you”
369. “Motivating employees to work at their full potential is the main premise of successful management.” –Eraldo Banovac
370. “One interesting approach is to have all employees use a teleconferencing service rather than allow headquarters employees to have a better in-person experience than the rest of the company. For example, at the asset management company BlackRock, certain meetings are held by teleconference, even for the subset of employees who could gather in a single conference room so that all employees are on an equal footing.”
371. “Control is not leadership; management is not leadership; leadership is leadership. If you seek to lead, invest at least 50 per cent of your time in leading yourself – your own purpose, ethics, principles, motivation, conduct. Invest at least 20 per cent leading those with authority over you and 15 per cent leading your peers.” – Dee Hock
372. “Let me be brutally honest. Being an insider, I know exactly how these MBA guys think. And because I know who they really are, I have nothing but utter contempt for these professionals. Now you might think I am stereotyping and generalizing. Yes, I am, indeed. But get this thing straight. Only highly competitive people prepare for these entrance exams to these top-notch B-schools. Only those who have excessive cupidity for money, power and status, only such people enter these highly reputed management colleges. These people don’t have friends, instead, they have connections. It’s all about Moolah. It’s all about usefulness. You scratch my back, and I will scratch yours. You be my ladder, and I will be yours.”
373. “Time management is an oxymoron. Time is beyond our control, and the clock keeps ticking regardless of how we lead our lives. Priority management is the answer to maximizing the time we have.” – John C. Maxwell
374. “Remember teamwork begins by building trust And the only way to do that is to overcome our need for invulnerability ” – Patrick Lencioni, American business management writer
375. “Fit no stereotypes. Don’t chase the latest management fads. The situation dictates which approach best accomplishes the team’s mission.”
376. “Real investment risk is measured not by the percent that a stock may decline in price in relation to the general market in a given period, but by the danger of a loss of quality and earning power through economic changes or deterioration in management.”
377. “But it started with micromanagement and morphed into Decentralized Command. So sometimes, micromanagement is an absolute necessity. But it should never be a steady state—it should never become the norm.”
378. “Boundary-setting is really a huge part of time management.” — Jim Loehr
379. “We have a very diverse environment and a very inclusive culture and those characteristics got us through the tough times. Diversity generated better strategy, better risk management, better debates, and better outcomes.”
380. “We have a very diverse environment and a very inclusive culture, and those characteristics got us through the tough times. Diversity generated a better strategy, better risk management, better debates, and better outcomes.” — Alan Joyce, Business Executive and Chief Executive Officer of Qantas Airways.
381. “Finally, goals and objectives for each area need to be set. Everyone who takes on the primary responsibility for a key activity, whether product development or people, or money, must be asked: ‘What can this enterprise expect of you? What should we hold you accountable for? What are you trying to accomplish and by what time?’ But this is elementary management, of course.”
382. The alternative to systematic planning is decision-making based on history. This generally results in reactive management leading to crisis management, conflict management, and fire fighting. - Author: Harold R. Kerzner
383. “It is the responsibility of leadership and management to give opportunities and put demands on people which enable them to grow as human beings in their work environment.” ~ John Harvey-Jones
384. “We have great managers who haven’t spent a day in management school. Do we have great surgeons that haven’t spent a day in surgical school?” – Henry Mintzberg
385. “While we are postponing, life speeds by.” –Seneca, best time management quotes and sayings
386. “blackout one New York newspaper managed to appear: The New York Times. It had shifted its printing operations immediately across the Hudson to Newark, New Jersey, where the power plants were functioning and where a local paper, The Newark Evening News, had a substantial printing plant. But instead of the million copies the Times management had ordered, fewer than half this number actually reached the readers. Just as the Times went to press (so at least goes a widely told anecdote) the executive editor and three of his assistants started arguing how to hyphenate one word. This took them forty-eight minutes (so it is said)—or half of the available press time. The Times, the editor argued, sets a standard for written English in the United States and therefore cannot afford a grammatical mistake.”
387. “Unexpected successes and unexpected failure have so far been discussed as occurring within a business or an industry. But outside events, that is, events that are not recorded in the information and the figures by which a management steers its institution, are just as important. Indeed, they often are more important.”
388. “The goal of coaching is good management: to make the most of an organization’s valuable resources.” Harvard Business Review
389. “Good management produce a good average market price, and bad management produce bad market prices.” Benjamin Graham
390. The Kentucky Fried Chicken corporation made a bobble head of me and sent it to my management. No card, nothing. - Author: Patton Oswalt
391. It’s good time management.” – Michelle Williams.
392. Control is not leadership; management is not leadership; leadership is leadership. If you seek to lead, invest at least 50 percent of your time in leading yourself–your own purpose, ethics, principles, motivation, conduct. Invest at least 20 percent leading those with authority over you and 15 percent leading your peers. —Dee Hock
393. Invest in powerful project management software and training
394. “Our time on earth and our energy, intelligence, opportunities, relationships, and resources are all gifts from God that he has entrusted to our care and management. We are stewards of whatever God gives us. This concept of stewardship begins with the recognition that God is the owner of everything and everyone on earth. … We never actually own anything during our brief stay on earth. God just loans the earth to us while we’re here. It was God’s property before you arrived, and God will loan it to someone else after you die.” ~ Rick Warren
395. “At its core, organizational health is about integrity, but not in the ethical or moral way that integrity is defined so often today. An organization has integrity—is healthy—when it is whole, consistent, and complete, that is, when its management, operations, strategy, and culture fit together and make sense.”
396. “Coaching is people management – getting people to do what you want them to do and like doing it.”
397. “I trusted them, wholly, and didn’t look over their shoulders, and that bred a powerful two-way loyalty. My management style wouldn’t have worked for people who wanted to be guided, every step, but this group found it liberating, empowering. I let them be, let them do, let them make their own mistakes, because that’s how I’d always liked people to treat me.”
398. “Managements must look at every unexpected success with the questions: (1) What would it mean to us if we exploited it? (2) Where could it lead us? (3) What would we have to do to convert it into an opportunity? And (4) How do we go about it? This means, first, that managements need to set aside specific time in which to discuss unexpected successes; and second, that someone should always be designated to analyse an unexpected success and to think through how it could be exploited.”
399. Thank you sir for your exceptional leadership and management skills. You are a blessing to us. We appreciate you, Sir.
400. “For the World War II generation, it was considered bad to skip from company to company. Today, it is considered smart. It enables you to learn more and will pay dividends in the long runs. The main management skills needed for success are: 1) Management of cash flow, 2) Management of systems, and 3) Management of people. And the most important specialized skills are sales and marketing. Communication skills such as writing, speaking, and negotiating are crucial to a life of success.”
401. “I’ve learned time management, organization and I have priorities. – Tory Burch
402. “Here are the commons symptoms that result from micromanagement: 1. The team shows a lack of initiative. Members will not take action unless directed. 2. The team does not seek solutions to problems; instead, its members sit and wait to be told about a solution. 3. Even in an emergency, a team that is being micromanaged will not mobilize and take action. 4. Bold and aggressive action becomes rare. 5. Creativity grinds to a halt. 6. The team tends to stay inside their own silo; not stepping out to coordinate efforts with other departments or divisions for fear of overstepping their bounds. 7. An overall sense of passivity and failure to react.”
403. “Entrepreneurial management in the new venture has four requirements: It requires, first, a focus on the market. It requires, second, financial foresight, and especially planning for cash flow and capital needs ahead. It requires, third, building a top management team long before the new venture actually needs one and long before it can actually afford one. And finally, it requires of the founding entrepreneur a decision in respect to his or her own role, area of work, and relationships.”
404. “The three most important management skills necessary to start your own business are management of: 1.Cash flow 2.People 3.Personal time”
405. “Your crises and problems would shrink to manageable proportions because you would be thinking ahead, working on the roots, doing the preventive things that keep situations from developing into crises in the first place. In time management jargon, this is called the Pareto Principle—80 percent of the results flow out of 20 percent of the activities.”
406. “Control is not leadership; management is not leadership; leadership is leadership” — Dee Hock
407. “The secret to modern life is finding the measure in time management. I have two kids, career and I travel, and I don’t think my life is any different than most couples. The most valuable commodity now for many people is time and how to parcel that out. – Hugh Jackman
408. “Time management requires self-discipline, self-mastery and self-control more than anything else.” -Brian Tracy
409. “Leadership is lifting a person’s vision to high sights, the raising of a person’s performance to a higher standard, the building of a personality beyond its normal limitations.” —Peter F. Drucker, Austrian-American management consultant, educator, and author
410. “Bob Iger, Disney's chief operating officer, had to step in and do damage control. He was as sensible and solid as those around him were volatile. His background was in television; he had been president of the ABC network, which was acquired in 1996 by Disney. His reputation was as an corporate suit, and he excelled at deft management, but he also had a sharp eye for talent, a good-humored ability to understand people, and a quiet flair that he was secure enough to keep muted. Unlike Eisner and Jobs, he had a disciplined calm, which helped him deal with large egos. " Steve did some grandstanding by announcing that he was ending talks with us," Iger later recalled. " We went into crisis mode and I developed some talking points to settle things down.”
411. “Time management is life management.” Robin Sharma
412. “Low productivity, heightened stress, and reduced creativity are just three of the many negative effects of micromanagement,” according to Track Time 24, a work time management platform.
413. The three most important management skills necessary to start your own business are management of:
414. “Being in control of your life and having realistic expectations about your day-to-day challenges are the keys to stress management, which is perhaps the most important ingredient to living a happy, healthy, and rewarding life.” – Marilu Henner
415. “The first, or predictive, approach could also be called the qualitative approach, since it emphasizes prospects, management, and other nonmeasurable, albeit highly important, factors that go under the heading of quality. The second, or protective, approach may be called the quantitative or statistical approach, since it emphasizes the measurable relationships between selling price and earnings, assets, dividends, and so forth. Incidentally, the quantitative method is really an extension—into the field of common stocks—of the viewpoint that security analysis has found to be sound in the selection of bonds and preferred stocks for investment. In our own attitude and professional work we were always committed to the quantitative approach. From the first we wanted to make sure that we were getting ample value for our money in concrete, demonstrable terms. We were not willing to accept the prospects and promises of the future as compensation”
416. “The key is in not spending time, but in investing it.” – Stephen R. Covey, time management quotes by Stephen Covey
417. “One reason why it is difficult for management to accept unexpected success is that all of us tend to believe that anything that has lasted a fair amount of time must be ‘normal’ and go on ‘forever’. Anything that contradicts what we have come to consider a law of nature is then rejected as unsound, unhealthy, and obviously abnormal.”
418. I am not good at math, have never studied management, and still cannot read accounting reports.
419. “Control is not leadership; management is not leadership; leadership is leadership. If you seek to lead, invest at least 50 percent of your time in leading yourself–your own purpose, ethics, principles, motivation, conduct. Invest at least 20 percent leading those with authority over you and 15 percent leading your peers.” –Dee Hock
420. “Motivating employees to work at their full potential is the main premise of successful management.”
421. “Contrary to the assumptions of his rivals, Rich O’Connor had no tolerance for touchy-feely off-site meetings. In fact, his staff had come to refer to his meetings as “hug-free zones,” a term they coined during Telegraph’s first management retreat five years earlier.”
422. “People who abhor discipline, whose minds are ungoverned and anarchic, and who are careless and irregular in their thinking, their habits and the management of their affairs, cannot be highly successful and prosperous, and they fill their lives with numerous worries, troubles, difficulties, and petty annoyances, all of which would disappear under a proper regulation of their lives.”
423. Changing our attitude about change is one of our best management tools. Look for opportunities in every change in your life. Meir Liraz, How to Improve Your Leadership and Management Skills
424. “what the company said one year and what happened the next. We want to see not only whether managements are honest with shareholders but also whether they’re honest with themselves.” (If a company boss insists that all is hunky-dory when business is sputtering, watch out!) Nowadays, you can listen in on a company’s regularly scheduled conference calls even if you own only a few shares; to find out the schedule, call the investor relations department at corporate headquarters or visit the company’s website. Robert Rodriguez of FPA Capital Fund turns to the back page of the company’s annual report, where the heads of its operating divisions are listed. If there’s a lot of turnover in those names in the first one or two years of a new CEO’s regime, that’s probably a good sign; he’s cleaning out the dead wood. But if high turnover continues, the turnaround has probably devolved into turmoil.”
425. “The more proactive you are (Habit 1), the more effectively you can exercise personal leadership (Habit 2) and management (Habit 3) in your life. The more effectively you manage your life (Habit 3), the more Quadrant II renewing activities you can do (Habit 7). The more you seek first to understand (Habit 5), the more effectively you can go for synergetic Win/Win solutions (Habits 4 and 6). The more you improve in any of the habits that lead to independence (Habits 1, 2, and 3), the more effective you will be in interdependent situations (Habits 4, 5, and 6). And renewal (Habit 7) is the process of renewing all the habits.”
426. “The head of one of the large management consulting firms always starts an assignment with a new client by spending a few days visiting the senior executives of the client organization one by one. After he has chatted with them about the assignment and the client organization, its history and its people, he asks (though rarely, of course, in these words): “And what do you do that justifies your being on the payroll?” The great majority, he reports, answer: “I run the accounting department,” or “I am in charge of the sales force.” Indeed, not uncommonly the answer is, “I have 850 people working under me.” Only a few say, “It’s my job to give our managers the information they need to make the right decisions,” or “I am responsible for finding out what products the customer will want tomorrow,” or “I have to think through and prepare the decisions the president will have to face tomorrow.” The man who focuses on efforts and who stresses his downward authority is a subordinate no matter how exalted his title and rank. But the man who focuses on contribution and who takes responsibility for results, no matter how junior, is in the most literal sense of the phrase, “top management.” He holds himself accountable for the performance of the whole.”
427. “Management by drive, like management by ‘bellows and meat ax,’ is a sure sign of confusion. It is an admission of incompetence. It is a sign that management does not know how to plan. But, above all, it is a sign that the company does not know what to expect of its managers – that, not knowing how to direct them, it misdirects them.”
428. “Success in management requires learning as fast as the world is changing.” – Warren Bennis
429. “These people never realize that mind management is the essence of life management.”
430. “Control is not leadership; management is not leadership; leadership is leadership. If you seek to lead, invest at least 50% of your time in leading yourself—your own purpose, ethics, principles, motivation, conduct. Invest at least 20% leading those with authority over you and 15% leading your peers.”
431. Leadership is the art of accomplishing more than the science of management says is possible. - Colin Powell
432. “Increasingly, management’s role is not to organize work, but to direct passion and purpose.” — Greg Satell, entrepreneur, transformation and change expert, and author of “Mapping Innovation”
433. “Thou Shalt Not Rule by Consensus On a healthy team where the vision is clear and everyone is on the same page, eight out of 10 times, everyone will agree with the solution. However, sometimes they won’t, and someone needs to make the final decision. Consensus management does not work, period. Eventually, it will put you out of business. Not everyone will be pleased in these situations, but as long as they have been heard and if the team is healthy, they can usually live with it and will support the decision. From there, you must present a united front moving forward.”
434. “Marketing management is the art and science of choosing target markets and getting, keeping and growing customers through creating, delivering, and communicating superior customer value.”
435. “In business and in all of life, a major part of effective crisis management is acknowledging the existence of the bad things that are happening. Once you have that acceptance, you can begin to strategize step by step how to manage the crisis and emerge from the crisis into a more favorable reality. But if you pretend like the bad things aren't happening, they magnify the crisis.”
436. “A market downturn doesn’t bother us. It is an opportunity to increase our ownership of great companies with great management at good prices.”
437. “Those who build great companies understand that the ultimate throttle on growth for any great company is not markets, or technology, or competition, or products. It is one thing above all others: the ability to get and keep enough of the right people. The management team” ― James C. Collins, Good to Great: Why Some Companies Make the Leap... and Others Don't
438. “Good management is the art of making problems so interesting and their solutions so constructive that everyone wants to get to work and deal with them.”
439. “If money management isn't something you enjoy, consider my perspective. I look at managing my money as if it were a part-time job. The time you spend monitoring your finances will pay off. You can make real money by cutting expenses and earning more interest on savings and investments. I'd challenge you to find a part-time job where you could potentially earn as much money for just an hour or two of your time.”
440. I hope to have more time to think, to look at the sky, dealing with less crisis management, to learn another language, to travel. - Author: Juliet Stevenson
441. “The main management skills needed for success are: 1) Management of cash flow, 2) Management of systems, and 3) Management of people. And the most important specialized skills are sales and marketing. Communication skills such as writing, speaking, and negotiating are crucial to a life of success. These are skills Robert works on constantly, attending courses or buying educational resources to expand his knowledge. The skills of selling and marketing are difficult for most people, primarily due to their fear of rejection. The better you are at communicating, negotiating, and handling your fear of rejection, the easier life is.”
442. “Your teams need the ability—and the manpower—to relentlessly pursue a specific objective; asking a team to split its time between two different business lines is likely to result in the failure of both. This is especially true when the main thread is a business line that has matured. In their Harvard Business Review article “The Ambidextrous Organization,” Charles A. O’Reilly III and Michael L. Tushman draw the distinction between “exploiting” and “exploring.” Mature business lines focus on incremental innovations that help them exploit a well-known market, whereas new threads focus on more radical innovations and exploring a new market opportunity. They examined thirty-five attempts to spin up new threads, across nine different industries. What they found was that these efforts were most likely to be successful in “ambidextrous” organizations, where the new threads were organized as structurally independent units but integrated into the existing management structure. In other words, the leaders of the new threads not only have the freedom to innovate but also the ability to coordinate with senior leadership to leverage existing resources and expertise from more mature threads.”
443. Every company's greatest assets are its customers, because without customers there is no company. – Michael LeBoeuf, Business author and former management professor
444. When a management with a reputation for brilliance tackles a business with a reputation for bad economics, it is the reputation of the business that remains intact. – Warren Buffett
445. Leadership is lifting a person’s vision to high sights, the raising of a person’s performance to a higher standard, the building of a personality beyond its normal limitations. —Peter F. Drucker, Austrian-American management consultant, educator, and author
446. “Effective leadership is putting first things first. Effective management is discipline, carrying it out.” - Stephen Covey
447. “Work mixed with management becomes not only easier but more profitable. The time is past when anyone can boast about ‘hard work’ without having a corresponding result to show for it. ”
448. “A month or two after Jobs’s death, some of Greg’s colleagues in the engineering department began to notice that Elizabeth was borrowing behaviors and management techniques described in Walter Isaacson’s biography of the late Apple founder. They were all reading the book too and could pinpoint which chapter she was on based on which period of Jobs’s career she was impersonating. Elizabeth even gave the miniLab a Jobsinspired code name: the 4S. It was a reference to the iPhone 4S, which Apple had coincidentally unveiled the day before Jobs passed away.”
449. Our mission statement about treating people with respect and dignity is not just words but a creed we live by every day. You can't expect your employees to exceed the expectations of your customers if you don't exceed the employees' expectations of management. – Howard Schultz, CEO Starbucks Coffee
450. Changing our attitude about change is one of our best management tools. Look for opportunities in every change in your life.
451. “Swiss Life Group is a leading provider of life and pensions as well as of asset management services and related financial solutions in Europe. For over 160 years we have been helping private and corporate clients to prepare their financial future. “We enable people to lead a self-determined life” is the purpose of our business activities. In the pursuit of our core business we contribute directly to society.
452. Feeling stressed and anxious speaks more about management and leadership, not what work you are engaged in.
453. Despite his aggressive management style, Welch is known for his passion for innovation. His famous “Work-Out” program is credited with creating an environment of collaboration at GE.
454. “Time management is about life management.” ― Idowu Koyenikan
455. The wound-tight, travel-light Obama has a distaste for the adversarial and the random. But if you stick too rigidly to a 'No Drama' rule in the White House, you risk keeping reality at bay. Presidencies are always about crisis management. - Author: Maureen Dowd
456. “My fatherhood style, my management style. I was forever questioning, Is it good—or merely good enough?”
457. “So much of what we call management consists in making it difficult for people to work.”
458. TECH24 hours agoBest Laptops for Productivityoffice-management-tools-you-should-be-using
459. “Artificial intelligence (AI) models that leverage predictive analytics help mitigate costs by providing vital data and information that can help leaders proactively retain new hires, objectively identify rising talent, and predict how likely it is that an employee will leave an organization. The data itself can originate from a recognition and continuous performance management platform, which —- in addition to increasing overall employee engagement by creating human moments that matter with gratitude-based awards —- helps executives see which people leaders, managers, and individual contributors are doing excellent work and building connections with their colleagues.”
460. “The secret of crisis management is not good vs. bad, it’s preventing the bad from getting worse.” – Andy Gilman of Comm Core Consulting Group
461. “Some in management positions operate as if they are in a tree of monkeys. They make sure that everyone at the top of the tree looking down sees only smiles.”
462. “The successful person is really just an efficient person with determination, who works less but gets more done through effective time management.” – Mary Kay Ash
463. “After some discussion, the four men reached a consensus: they would remove Elizabeth as CEO. She had proven herself too young and inexperienced for the job. Tom Brodeen would step in to lead the company for a temporary period until a more permanent replacement could be found. They called in Elizabeth to confront her with what they had learned and inform her of their decision. But then something extraordinary happened. Over the course of the next two hours, Elizabeth convinced them to change their minds. She told them she recognized there were issues with her management and promised to change. She would be more transparent and responsive going forward. It wouldn’t happen again.”
464. “See, management is an everyday thing. Strategy and financial reporting and planning are not.”
465. “The most efficient way to produce anything is to bring together under one management as many as possible of the activities needed to turn out the product.” – Peter Drucker Sayings
466. “Entrepreneurship is neither a science nor an art. It is a practice.” – Peter Drucker, management consultant, educator, and author