Quotes & Sayings About Bad Managers

I'm not a defender of old or new football managers. I believe in good ones and bad ones, those that achieve success and those that don't. — Jose Mourinho

Here is an all-too-brief summary of Buffett's approach: He looks for what he calls "franchise" companies with strong consumer brands, easily understandable businesses, robust financial health, and near-monopolies in their markets, like H & R Block, Gillette, and the Washington Post Co. Buffett likes to snap up a stock when a scandal, big loss, or other bad news passes over it like a storm cloud - as when he bought Coca-Cola soon after its disastrous rollout of "New Coke" and the market crash of 1987. He also wants to see managers who set and meet realistic goals; build their businesses from within rather than through acquisition; allocate capital wisely; and do not pay themselves hundred-million-dollar jackpots of stock options. Buffett insists on steady and sustainable growth in earnings, so the company will be worth more in the future than it is today. — Benjamin Graham

Any good strategy involves risk. If you think your strategy is foolproof, the fool may well be you. Execution, too, is uncertain - what works in one company with one workforce may have different results elsewhere. Chance often plays a greater role than we think, or than successful managers usually like to admit. The link between inputs and outcomes is tenuous. Bad outcomes don't always mean that managers made mistakes; and good outcomes don't always mean they acted brilliantly. — Philip M. Rosenzweig

This absence of intellectual mechanisms for questioning our own actions becomes clear when the expression of any unstructured doubt - for example, over the export of arms to potential enemies or the loss of shareholder power to managers or the loss of parliamentary power to the executive - is automatically categorized as naive or idealistic or bad for the economy or simply bad for jobs. And should we attempt to use sensible words to deal with these problems, they will be caught up immediately in the structures of the official arguments which accompany the official modern ideologies - arguments as sterile as the ideologies are irrelevant. — John Ralston Saul

We only want to link up with people whom we like, admire, and trust ... We do not wish to join with managers who lack admirable qualities, no matter how attractive the prospects of their business. We've never succeeded in making a good deal with a bad person. — Warren Buffett

Properly Defining a Project's Initiation:

Projects start going bad at inception --- the customer's inception...

The problem is that these are initiatives rather than projects. Managers often fail to include the implementation professionals in these early meetings....stays close to the intended baseline...
people are enamored with technology...accept the limited information provided by sales material as definitive and ignore the hidden complexities in the implementation. As a result, during the inception of a project, customers use buzzwords and concepts they believe they understand and make assumptions about the idea's implementation. — Todd C. Williams

All of this highlights one of the most challenging obstacles that prevents teams from taking the time to work on how they work together: adrenaline addiction. Many if not most of the executives and managers I know have become so hooked on the rush of urgent demands and out-of-control schedules that the prospect of slowing down to review, think, talk, and develop themselves is too anxiety-inducing to consider. Of course, this is exactly what they need, which is what addiction is all about - doing things that are bad for you even when confronted with evidence that they are, well, bad for you. — Patrick Lencioni

We call it the 'Rule of Crappy People'. Bad managers hire very, very bad employees, because they're threatened by anybody who is anywhere near as good as they are. — Marc Andreessen

Bad ballplayers make good managers, not the other way around. All I can do is help them be as good as they are. — Earl Weaver

What is good customer service about then?

One word: caring.

Bad customer service happens when the employee doesn't care.

You could chalk it up to low wages or getting paid regardless of results. But that's not it either.

Hiring managers need to do two things and two things only:

1. Hire employees that ALREADY care and are ALREADY motivated.

2. Repeat step 1.

When this is done, everything changes.

People are happy on both sides of the table.

Costs for management and training plummet — Richie Norton

[Good managers] know that people have 'good' sides and 'bad' sides and that the secret of good management is in magnifying the former and toning down the latter. — Ha-Joon Chang

People would be a lot more skeptical if they understood that there is an incredible amount of chance in the results that you observe for active managers. The distribution of outcomes is enormously wide-but that's exactly what you'd expect by chance with lots of active managers who hold imperfectly diversified portfolios. The really good portfolios contain a lot of really lucky picks, and the really bad portfolios contain a lot of really unlucky picks as well as some really bad ones. — Eugene Fama

Managers tend to pick a strategy that is the least likely to fail, rather then to pick a strategy that is most efficient," Said Palmer. " The pain of looking bad is worse than the gain of making the best move. — Michael Lewis

In the face of uncertainty, our first instinct is often to reject novelty, looking for reasons why unfamiliar concepts might fail.26 When managers vet novel ideas, they're in an evaluative mindset. To protect themselves against the risks of a bad bet, they compare the new notion on the table to templates of ideas that have succeeded in the past. When — Adam Grant

I have this theory," says Andy Stone, seated in his office at Prudential-Bache Securities. "Wall Street makes its best producers into
managers. The reward for being a good producer is to be made a
manager. The best producers are cutthroat, competitive, and often
neurotic and paranoid. You turn those people into managers, and they go
after each other. They no longer have the outlet for their instincts that
producing gave them. They usually aren't well suited to be managers.
Half of them get thrown out because they are bad. Another quarter get
muscled out because of politics. The guys left behind are just the most
ruthless of the bunch. That's why there are cycles on Wall Street - why
Salomon Brothers is getting crunched now - because the ruthless people
are bad for the business but can only be washed out by proven failure. — Michael Lewis

A company at the top of its game has accumulated a number of rules of thumb - implicit assumptions and beliefs about what has been central to its success. New technologies and business models belie or change some of those assumptions, but they only seem sensible if the management team can become aware of those implicit assumptions and mind-sets and suspend them for a moment to contemplate the change. It's very hard to do that with the inherited wisdom, experience, and lore of a company. This is why the failures of incumbents to capture the benefits of disruptive innovations are a result not of bad managers, but of good managers practicing what they have done best. Incremental innovations can quickly be scaled and incorporated. Disruptive innovations require changes in customer sets, business models, or performance metrics that are no longer consistent with what led to success in the past. — Stefan Heck

Convincing a leader of the value of front-line ideas alone is rarely enough for that person to overcome years of entrenched bad habits and to change his management style. — Dean M. Schroeder

When the corporation's investment capital becomes impatient for growth, good money becomes bad money because it triggers a subsequent cascade of inevitable incorrect decisions. Innovators who seek funding for the disruptive innovations that could ultimately fuel the company's growth with a high probability of success now find that their trial balloons get shot down because they can't get big enough fast enough. Managers of most disruptive businesses can't credibly project that the business will become very big very fast, because new-market disruptions need to compete against nonconsumption and must follow an emergent strategy process. Compelling them to project big numbers forces them to declare a strategy that confidently crams the innovation into a large, existing, and obvious market whose size can be statistically substantiated. This means competing against consumption. — Clayton M Christensen

Bad sales managers push two buttons: 'more' and 'panic.' Great sales managers have one more button to push: the 'how'. — Chris Lytle

When you've been in the game as long as I have, you know the managers you've played for, the good ones and the bad ones. Even the good ones get fired. — Joe Torre