Quotes & Sayings About Being A Manager

Being a manager is about getting into the minds of the people you represent. — Sandy Gallin

The key to being a great agent is treating everyone like a celebrity and treating a celebrity like everyone else. — Michael Houbrick

I wouldn't recommend working with your partner for everyone, because it's tough. There's got to be a really keen balance. You've got to know when to stop being the manager and become the husband. I can't go home and complain to my husband about my manager. — Gloria Estefan

Being a person that others can trust is one of the most sought after qualities in the workplace today. So many leaders and their staff have shown in the recent global financial crisis a lack of trust and integrity amongst themselves and with their clients and other stakeholders. — Nigel Cumberland

The hardest thing about being a manager is realizing that your people will not do things the way that you would. But get used to it. Because if you try to force them to, then two things happen. They become resentful - they don't want to do it. And they become dependent - they can't do it. Neither of these is terribly productive for the long haul. — Marcus Buckingham

Nowhere but in England are the papers so full of fascinating misbehaviour. There is always a scandal brewing, there is always a politician, village vicar or bank manager being pilloried, yet at the same time the country breathes a remarkable sense of order. — Geert Mak

My dad was always my manager as far as I was concerned, even when I had another manager. At times he let me go with someone else who he thought could take me to another level when he couldn't, and he was right. But they were in it for another reason. He was in it because he wanted to see me succeed no matter what, and he made decisions based on being a dad as opposed to a manager. — Tanya Tucker

Leadership is creating a state of mind in others. The difference between being a leader and manager, all due respect to managers, is that leaders have to create states of mind. But a leader, first of all, has to have a clear state of mind, which is usually her own vision, which energizes her, motivates others, and then creates that state of mind in others. — Barbara Mikulski

Holding your team accountable to do the jobs they're being paid to do is not being mean; it's being a manager, and that's your job. — Liz Weber

My manager and fellow YouTuber, Mike Lamond, encouraged me to start a YouTube channel as a way to practice speaking, entertaining, and being more comfortable in front of a camera. In the beginning, I used an $80 dollar flip-camera and edited every episode myself. — Rosanna Pansino

The key to being a good manager or a good entrepreneur is to pick the right people. Pick the right people, and they'll make you look good. — Joe Gibbs

I met my manager when I was 17, when I didn't have enough money to buy a set of guitar strings. There are not very many people who are looking out for you and being in business with you when you're at that stage. And it's not in my nature to think that success as a musician makes you any different from anybody else. — Johnny Marr

The challenge of being a manager is to get the best out of everybody, not just the few who are clones of yourself. — Tim Field

The phenomenon I'm describing, rooted so firmly in that primal human drive for self-preservation, probably doesn't sound surprising: We all know that people bring their best selves to interactions with their bosses and save their lesser moments for their peers, spouses, or therapists. And yet, so many managers aren't aware of it when it's happening (perhaps because they enjoy being deferred to). It simply doesn't occur to them that after they get promoted to a leadership position, no one is going to come out and say, "Now that you are a manager, I can no longer be as candid with you." Instead, many new leaders assume, wrongly, that their access to information is unchanged. But that is just one example of how hidden-ness affects a manager's ability to lead. — Ed Catmull

The tough choice facing CIOs is not about only picking one identity as either being strategic or tactical, but about - when acting as a strategic leader, when playing as a tactical manager. — Pearl Zhu

There were moments when I wondered at the gossamer veil that stops licence from being libel. I suspect that taking on the job of England manager puts you outside the protection of the courts. It must be part of the job description that you will be held hostage by media speculation and can have your character tortured, molested and finally executed at the public whim, in exchange for a lifetime's supply of money. — A.A. Gill

For example, suppose you are seeking a job as a retail manager. You might bring added value by being fluent in English, Spanish, and French. Being trilingual may not be part of the job description but can be a valuable asset when working with diverse employees and customers who speak Spanish and French. This Value-Added message may tip the scale in your favor. Possibly you are seeking a job as a fifth grade teacher. If you are an expert in computers and computer programming, these skills may not be part of the job description but might be perceived as having high value to an academic institution. If you are an expert electrician, but you are also highly skilled in sales, this added value of contributing to new business development efforts might be the differentiator, the added skill that will help you land a job quickly in tough markets. — Jay A. Block

A few weeks ago, my manager asked: "Do you feel like you're back? I feel like you're back." She meant it as a total compliment, but we had this great conversation where I was like, "You know what? I try really hard not to use that language, because it's not about going backward in life." I think it comes from this culture of antiaging, which is so not loving ourselves. I've been really focused on not being "back" to anything, but being the best version of myself right now. My body is the site of a miracle now. I don't want to be pre-miracle. — Kerry Washington

If you have good songs and a real desire to make music, the next thing to do, instead of approach record companies, is to get yourself a really good manager because then it allows you to focus on your profession of being a musician. Then they can focus on the darker art of the record label and the music industry. — James Blunt

I was imagining a long life of being a stone cold loser. Then I got a job, which was really nice, then I got a great agent, a great manager, which was really nice. I was doing a lot of set ups, and, you know, I got to start working in L.A. — Mackenzie Davis

This book scratches an old itch. Despite being the level of government that is closest to the people and has so much impact on our quality of life, most people don't know too much about how their local governments operate and even less about what it's like to manage a city or county. Occasionally, a city manager character appears in a novel, movie, or TV show but almost always in a mocking or denigrating fashion that belies the professionalism that is more the norm. — John Thompson

I am tired of being roasted. I had a great deal of hard luck while manager of the team and somehow or other couldn't get the best out of the material I had at hand. — Joe Kelley

It's unfortunate when an athlete's talent comes with so little forethought or leadership [ ... ] The Falcons need to start over. If next year's team ends up being young and hungry but fairly average, the last thing you want as a general manager or coach is to have a blowhard cornerback whining about his contract leading the charge, no matter how good he is. — Jeff Schultz

I was lying in bed on a Saturday morning, reading the paper, when my phone went. The caller was Rangers director, Jack Gillespie, and he offered me the manager's job at Ibrox. I was flattered but declined with thanks. John Greig was a good friend of mine and I had no intention of being involved in ousting him. — Alex Ferguson

In one week, I went from being a girl who owed a guy thousands of dollars - my manager Anthony was paying for my outfits, paying for my food; I was sleeping in his parents' basement - to taking meetings with every major label in America. The next morning, I had a record deal and wrote him a cheque to pay back all that money. — Halsey

I never look at salaries. I have no aspirations of being a general manager or anything like that, I want to coach. For me there is no dollar signs on the towels, no dollar signs on their jerseys, I will make the decisions based on who is going to make us win. For me, that is my only priority. — Bob Hartley

It is easy being a manager when you are one of 25,000 sitting in the stand or if you are an ex-player who is now working for the media who will never manage anything better than an under-10 team, thinking he knows best - and you know what I'm talking about, and I will deal with that, trust me. I'm a nice bloke, but not always. — Glenn Roeder

So I'm here, and not being one for missed opportunities, I made a list of the casting directors in New York and mark off the ones I've already met over the years. The few remaining I asked my agent and manager, "See if you can set up some meetings while I'm here." — William Mapother

There is one thing of which I can assure you. If good performance of the fund is even a minor objective, any portfolio encompassing one hundred stocks (whether the manager is handling one thousand dollars or one billion dollars) is not being operated logically. The addition of the one hundredth stock simply can't reduce the potential variance in portfolio performance sufficiently to compensate for the negative effect its inclusion has on the overall portfolio expectation. — Warren Buffett

Give me a person who sincerely wants to commit themselves to being a salesperson, and put them on my team and I will give you a hero. That has always been my mindset as a sales manager, whenever I have been in that position. I believe in people, and I seek to encourage them to perform at their best. — Michael Delaware

I often felt as a player in a 4-4-2, you end up being outnumbered in midfield and chasing the ball, so as a manager I liked wingbacks to push forward; it gives the midfield player on the ball three or four options. — Glenn Hoddle

another drawback is inadequate training. Management training on a regular basis is a sine-qua-non for good performance in management. The principles of management are basically the same as they involve men, money and materials. Applications vary slightly depending on the nature of what is being managed, at what level and for what purpose. New ideas, innovations and new practices may emerge from time to time which a manager needs to be conversant with. Otherwise he will be way behind or even obsolete. Training and exposure act as tonic for renewal and reshaping of a manager. There can be no adequate substitute for such training, interaction and exposure until one ceases to be an active manager. To think that once one is in management position, there is no further need for training through formal and informal interaction and exposure is, I believe, the height of folly. — Olusegun Obasanjo

is embedded in an organization in which most people are continually questioning why the project is being done at all. Projects make sense to people if they address the needs of important customers, if they positively impact the organization's needs for profit and growth, and if participating in the project enhances the career opportunities of talented employees. When a project doesn't have these characteristics, its manager spends much time and energy justifying why it merits resources and cannot manage the project as effectively. Frequently — Clayton M Christensen

I believe every person has the ability to achieve something important, and with that in mind I regard everyone as special. A manager should feel this way about people, but it's an attitude that can't be faked. You've got to be honestly convinced that every human being is important. — Mary Kay Ash

My old manager of the Irish National Theatre said 'Don't worry about being a star, just worry about being a working actor. Just keep working.' I think that's really good advice. — Colm Meaney

If you're the cashier at Burger King, of course you make less than the manager or even the CEO. The issue is whether you're stuck being a cashier for the rest of your life. — Marco Rubio

Being an ex-England manager, one that failed to qualify for the World Cup, is like being a dead politician. — Graham Taylor

It was as though most managers in the world were primarily interested either in results or in people. The managers who were interested in results often seemed to be labeled "autocratic," while the managers interested in people were often labeled "democratic." The young man thought each of these managers - the "tough" autocrat and the "nice" democrat - were only partially effective. "It's like being half a manager," he thought. — Kenneth H. Blanchard

I've left Boro in the Premiership, which was always what I wanted to do. Actually that's not quite true. I took them to three cup finals, where they'd never been before. But I had set my eyes on being the first manager in their history to deliver a major trophy. — Bryan Robson

I have a big job on my hands now, there is no mistaking that, but I feel as though I have calmness within myself.
(on being Manchester City manager) — Stuart Pearce

If you wish to be thought a good estate manager, or a good horseman, or a good physician, or a good flute player without really being one, just imagine all the tricks you have to invent just to keep up appearances. You might succeed at first, but in the end you're going to be exposed as an impostor. — Xenophon

The job of a manager is to support his or her staff, not vice versa, and that begins by being among them. — William Redington Hewlett

I got even with all the bad management I had by being a good manager. — Victoria Principal

[With] closet indexing ... you're paying a manager a fortune and he has 85% of his assets invested parallel to the indexes. If you have such a system, you're being played for a sucker. — Charlie Munger

Your identity should not be fully defined by what you do, by being a manager, a wife, a mother of children or a computer programmer — Sunday Adelaja

Being president of the University of California is like being manager of a cemetery: there are many people under you, but no one is listening — Mark Yudof

When the weeks have built up with frustration and immense stress and one of your co-workers, a manager or an employee triggers irritation or angers you, knowing how to respond in a mindful way can pay huge dividends. Knowing how to not take other people's emotional baggage personally and intuitively sensing when to bring up concerns and when not to is an expression of emotional intelligence. This is all possible if we are being truly mindful. — Christopher Dines

Motivation aside, if people get better at these life skills, everyone benefits: The brain doesn't distinguish between being a more empathic manager and a more empathic father. — Daniel Goleman

Where a typical manager may set the deadline for the employee, Musk guides his engineers into taking ownership of their own delivery dates. "He doesn't say, 'You have to do this by Friday at two P.M.,'" Brogan said. "He says, 'I need the impossible done by Friday at two P.M. Can you do it?' Then, when you say yes, you are not working hard because he told you to. You're working hard for yourself. It's a distinction you can feel. You have signed up to do your own work." And by recruiting hundreds of bright, self-motivated people, SpaceX has maximized the power of the individual. One person putting in a sixteen-hour day ends up being much more effective than two people working eight-hour days together. The individual doesn't have to hold meetings, reach a consensus, or bring other people up to speed on a project. He just keeps working and working and working. The — Ashlee Vance

I fired a bunch of people and kind of went back to my roots. I fired my agent - I had this big, fancy agent and a big fancy manager and a big fancy lawyer - and I went back to my first agent and said, "I want to go back to just being an actor." — Matthew Lillard

Tony Cottee once played in all four divisions in one season. Cottee started 2000-01 at Leicester City, where he made a couple of Premiership appearances as a sub before being released to Norwich, in what was then Division One. In November the chance to be player-manager of Barnet came up and soon Cottee was playing in Division Three, but alas it did not work out. By March he was again looking for work and found it, with two sub appearances, at Millwall in Division Two. — Phil Cornwell

Being a football manager is no fun at all. You have to put up with all the hassle. It is not surprising that so many turn grey or have heart attacks. — Ruud Gullit

It is the nature of being the general manager of a baseball team that you have to remain on familiar terms with people you are continually trying to screw. — Michael Lewis

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

I never worried about money. I grew up in a middle-class family, so I never thought I would starve. And I learned at Atari that I could be an okay engineer, so I always knew I could get by. I was voluntarily poor when I was in college and India, and I lived a pretty simple life even when I was working. So I went from fairly poor, which was wonderful, because I didn't have to worry about money, to being incredibly rich, when I also didn't "have to worry about money.
I watched people at Apple who made a lot of money and felt they had to live differently. Some of them bought a Rolls-Royce and various houses, each with a house manager and then someone to manage the house managers. Their wives got plastic surgery and turned into these bizarre people. This was not how I wanted to live. It's crazy. I made a promise to myself that I'm not going to let this money ruin my life."
Excerpt From: Walter, Isaacson. "Steve Jobs." Simon & Schuster, 2011-10-23T21:00:00+00:00. iBooks. — Walter Isaacson

It took me 35 years of being involved at a decent level of football to become manager at a great club like Celtic. — Gordon Strachan

The reason I quit being a sales manager over twenty years now is because I hate elevator pitches. I want to write stories and show people what's in them when they read them, not tell them all about it ahead of time. — Kurt Busiek

I've decided I don't want to be a manager. Every time you try to be responsive to your employees, they say you're being reactive and not proactive. And when you try to be proactive, they accuse you of being capricious and arbitrary. So I don't wanna be a manager ... — Larry Wall

1. Investors give fund managers money at the wrong time. Now that you've had some time to read this book and understand the importance of buying stocks during fear cycles and holding during greed cycles, this first indicator should make sense. To understand this principle, imagine that you're the fund manager of a $100 billion investment fund. When the stock market crashes and you're able to purchase severely undervalued businesses with minimal debt, not only do you lack funds to invest, but all your resources are being depleted by scared investors. Instead of receiving money to buy the great deals, your investors are selling their shares in the fund and you don't have the capacity to take advantage of the market behavior. This reason alone severely handicaps fund managers as they attempt to beat the market. — Preston G. Pysh

I've put in 63 years now in the big leagues as a player, coach, manager. And now just being around these young guys, it keeps you going pretty good. — Red Schoendienst

The builder has ginger curly hair on top of his head, and a thick moustache. He has the look of a McDonald's manager from 1970 who spends his evenings sitting in the smoky back row of theatres in Soho. He's tall and muscular with hands the size of shopping baskets and, on the one occasion I did briefly meet him, I stared into his eyes and was shocked by their darkness. His nose is broken in three places and is the size and shape of a chicken nugget. A deep scar runs the length of his cheek hinting at a violent past.
Old tattoos fade on his arms.
The builder may have killed another human being at some point in his life. — Craig Stone

The key to being a good manager is keeping the people who hate me away from those who are still undecided. — Casey Stengel

I had the option of building a career in the U.S. Many of my friends who went at the time did not come back, but for me, building the family business and being with family was worth it. I became a general manager within four months, as I used my education to improve productivity and output. — Baba Kalyani

What distinguishes love-driven leaders from tyrants? "Great affection" coupled with the passion to see others "run at full speed towards perfection." Love-driven leadership is not urging others forward without concern for their aspirations, well-being, or personal needs. Nor is it being the nice-guy manager who overlooks underperformance that could damage a subordinate's long-term prospects. Instead, love-driven leaders hunger to see latent potential blossom and to help it happen. In more prosaic terms, when do children, students, athletes, or employees achieve their full potential? When they're parented, taught, coached, or managed by those who engender trust, provide support and encouragement, uncover potential, and set high standards. — Chris Lowney