Quotes & Sayings About Good Managers

Good people managers are likely to listen more than they speak. Perhaps that's why we were given two ears and only one mouth. — Mary Kay Ash

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

Clearly, it wasn't enough for managers to have good ideas - they had to be able to engender support for those ideas among the people who'd be charged with employing them. — Ed Catmull

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

Disruptive technology is a theory. It says this will happen and this is why; it's a statement of cause and effect. In our teaching we have so exalted the virtues of data-driven decision making that in many ways we condemn managers only to be able to take action after the data is clear and the game is over. In many ways a good theory is more accurate than data. It allows you to see into the future more clearly. — Clayton Christensen

But there isn't much else most club managers can do to push their teams up the table. After all, players matter much more. As Johan Cruijff said when he was coaching Barcelona, "If your players are better than your opponents, 90 percent of the time you will win." There cannot be many businesses where a manager would make such an extravagant claim. The chairman of General Motors does not say that the art of good management is simply hiring the best designers or the best production managers. — Simon Kuper

I've never been good at the money thing. I have had a couple of really nice but inept managers, and a business accountant that ripped me off. But I cannot totally blame my money making lameness on them. — Jill Sobule

Religion professor Albert Wolters, in Creation Regained, writes, "[God] hangs on to his fallen original creation and salvages it. He refuses to abandon the work of his hands - in fact, he sacrifices his own Son to save his original project. Humankind, which has botched its original mandate and the whole creation along with it, is given another chance in Christ; we are reinstated as God's managers on earth. The original good creation is to be restored."74 — Randy Alcorn

To make flexibility work, it is not only necessary to change our attitude about who is a good worker and who is not, but we have to train managers at all levels to recognize the difference between the number of hours worked and the quality of work produced. — Madeleine M. Kunin

I love the ability to work with very good managers, and to provide the right incentives for them, and truly become a partner with that management, and make that management take a long view. — Henry Kravis

If that makes your lawyers or managers happy, well, good for them. You still have a lot to worry about. — Tom Christiansen

Over the last 30 odd years, Democrats have moved to the right and the right has moved into the mental hospital. So what we have is one perfectly good party for hedge fund managers, credit card companies, banks, defense contractors, big agriculture and the pharmaceutical lobby ... That's the Democrats. And they sit across the aisle from a small group of religious lunatics, flat-earthers and civil war re-enactors who mostly communicate by AM radio and call themselves the Republicans and who actually worry that Obama is a socialist. Socialist? He's not even a liberal. — Bill Maher

Some of the most flowery praise you hear on the subject of teams is only hypocrisy. Managers learn to talk a good game about teams even when they're secretly threatened by the whole concept. — Tom DeMarco

Top managers love people and they want to be loved - it turns out being loved is good for your career, especially if you are the boss. — Chade-Meng Tan

The reason is that good management itself was the root cause. Managers played the game the way it was supposed to be played. The very decision-making and resource-allocation processes that are key to the success of established companies are the very processes that reject disruptive technologies: listening carefully to customers; tracking competitors' actions carefully; and investing resources to design and build higher-performance, higher-quality products that will yield greater profit. These are the reasons why great firms stumbled or failed when confronted with disruptive technological change. — Clayton M Christensen

I'm constantly amazed that owners and managers of all businesses don't train their people to call the person who pays by credit card by name. It definitely makes the customer feel good and will be a factor in bringing them back to your place of business. — Zig Ziglar

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

To be a good boss, you must be transparent. Theres a correlation between worker happiness and workplace transparency. Leaders and managers who offer transparency will earn the respect and devotion of their team. — David Niu

Part of America's industrial problems is the aim of its corporate managers. Most American executives think they are in the business to make money, rather than products or service. The Japanese corporate credo, on the other hand, is that a company should become the world's most efficient provider of whatever product and service it offers. Once it becomes the world leader and continues to offer good products, profits follow. — W. Edwards Deming

One of my favorite operations managers often reminds people to "assume positive intent" - that is, when conflict arises between people or groups, assume that all parties are motivated by the same desire to do good by the company. — Anonymous

Good managers succeed because of, not in spite of, their teams and raise their game by raising the game of the whole team, not by distancing themselves from them in pointing out their errors. — Tim Phillips

If we want people on the front lines of companies to be responsible for making good business decisions, they must have the same information that managers use to make good business decisions. — Ken Blanchard

we were not born the same, we are all not born with the same abilities and capabilities, but no matter what seed God has given to us, be it small or big, He expects a good returns from us in the end and we must endeavor to be good stewards and managers of our abilities and capabilities regardless of where we live and the challenges we face! — Ernest Agyemang Yeboah

Core competence, as it is used by many managers, is a dangerously inward-looking notion. Competitiveness is far more about doing what customers value than doing what you think you're good at. — Clayton Christensen

Good leaders are intelligent;
great leaders are wise.
Good leaders are bold;
great leaders are fearless.
Good leaders are artful;
great leaders are kind.
Good leaders are warriors;
great leaders are servants.
Good leaders are managers;
great leaders are innovators. — Matshona Dhliwayo

Sometimes when I'm directing, the stage manager will have a good idea and that's okay with me. — Adam Rapp

managers in most companies are already overwhelmed with good ideas. Their challenge lies in prioritization and execution, — Eric Ries

The greatest problem before engineers and managers today is the economical utilization of labor . The limiting of output by the workman, and the limiting by the employer of the amount a workman is allowed to earn, are both factors which militate against that harmonious co-operation of employer and employee which is essential to their highest common good. — Henry Gantt

Good designers never start by trying to solve the problem given to them: they start by trying to understand what the real issues are.
As a result, rather than converge upon a solution, they diverge, studying people and what they are trying to accomplish, generating idea after idea after idea. It drives managers crazy. Managers want to see progress: designers seem to be going backward when they are given a precise problem and instead of getting to work, they ignore it and generate new issues to consider, new directions to explore. And not just one, but many. — Don Norman

I have really good managers and agents who are very selective in what they send me. — Michael Pena

True love, the good, the beautiful, one-and-only kind, the kind between loving friends and family and partners who are mostly just trying hard to do their best, it managers to overlook some pieces of its story. — Deb Caletti

Industrial innovations are costly, and managers must justify their high cost by producing measurable proof of their
superiority ... [P]eriodic innovations in goods or tools foster the belief that anything new will be proven better. This belief has become an integral part of the modern world view. It is forgotten that whenever a society lives by this delusion, each marketed unit generates more wants than it satisfies. If new things are made because they are better, then the things most people use are not quite good. New models constantly renovate poverty. The consumer feels the lag between what he has and what he ought to get. He believes that products can be made measurably more valuable and allows himself to be constantly re-educated for their consumption. The "better" replaces the "good" as the fundamental normative concept. — Ivan Illich

This is one of the innovator's dilemmas: Blindly following the maxim that good managers should keep close to their customers can sometimes be a fatal mistake. — Clayton Christensen

What is easy to miss in saying all this is that embracing complexity can actually makes things easier, simpler, and more straightforward! How much time gets spent by organizations making cases, forming detailed plans, completing analyses, and demonstrating outcomes? How much of this really gets to the heart of the situation and really determines either what to do or what has been done? Perhaps less planning but more experimentation would be not only more effective but also simpler? Perhaps more focus on the initial selecting of good professionals, allowing them more autonomy to respond more effectively to the situations they are facing, would be less time consuming than the considerable efforts put in by managers to direct, measure, and control their performance. If the world is complex, then acting congruently with that complexity can be simpler than trying to control a machine that does not exist. — Jean G. Boulton

One skill of a great entrepreneur is to get a whole complicated discussion and then say, 'We're going to do this one and we're only going to do this one'. Managers are good at prioritizing. Entrepreneurs know what is the one thing. — Bing Gordon

And of course Brian was far more upset about separation from those two blond moppets than about leaving Louise. There shouldn't be any problem loving both, but for some reason certain men choose; like good mutual-fund managers minimizing risk while maximizing portfolio yield, they take everything they once invested in their wives and sink it into their children instead. What is it? Do they seem safer, because they need you? Because you can never become their ex-father, as I think I might become your ex-wife? — Lionel Shriver

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

There are a few investment managers, of course, who are very good - though in the short run, it's difficult to determine whether a great record is due to luck or talent. Most advisors, however, are far better at generating high fees than they are at generating high returns. In truth, their core competence is salesmanship. Rather than listen to their siren songs, investors - large and small - should instead read Jack Bogle's The Little Book of Common Sense Investing. — Warren Buffett

There are people who are really good managers, people who can manage a big organization, and then there are people who are very analytic or focused on strategy. Those two types don't usually tend to be in the same person. I would put myself much more in the latter camp. — Mark Zuckerberg

Invest in your knowledge and future! Especially if you got kids, you don't want them going through life struggling trying to find jobs to survive and dealing with managers that don't know how to act because of their position, you don't want them to go through what you went through ... If you live day by day then you wont have something to look forward to. -Robert Rivera
New King James Version
Proverbs 13:22- A good man leaves an inheritance to his children's children. — Robert Rivera

Managers who aspire to be ethical must challenge the assumption that they're always unbiased and acknowledge that vigilance, even more than good intention, is a defining characteristic of an ethical manager. — Harvard Business School Press

Managers who are skilled communicators may also be good at covering up real problems. — Chris Argyris

[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

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

My agents and my managers are very good at whittling things down to the things they think I would be good at and that I'd respond well to, and that includes theater, TV and film. Whatever it is, if the material is right for me, then I'll go for it. — Dominic Sherwood

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

Christians should be good managers and stewards of God's riches — Sunday Adelaja

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

The population is angry, frustrated, bitter - and for good reasons. For the past generation, policies have been initiated that have led to an extremely sharp concentration of wealth in a tiny sector of the population. In fact, the wealth distribution is very heavily weighted by, literally, the top tenth of one percent of the population, a fraction so small that they're not even picked up on the census. You have to do statistical analysis just to detect them. And they have benefited enormously. This is mostly from the financial sector - hedge fund managers, CEOs of financial corporations, and so on. — Noam Chomsky

Producing is a thankless task akin to hotel management. Unfortunately, there are not too many good hotel managers. — David Hemmings

I found the concept of hindsight bias fascinating, and incredibly important to management. One of the toughest problems a CEO faces is convincing managers that they should take on risky projects if the expected gains are high enough. Their managers worry, for good reason, that if the project works out badly, the manager who championed the project will be blamed whether or not the decision was a good one at the time. Hindsight bias greatly exacerbates this problem, because the CEO will wrongly think that whatever was the cause of the failure, it should have been anticipated in advance. And, with the benefit of hindsight, he always knew this project was a poor risk. What makes the bias particularly pernicious is that we all recognize this bias in others but not in ourselves. — Richard H. Thaler

The most useful and honorable science and occupation for a woman is the science of housekeeping. I know some that are miserly, very few that are good managers. — Michel De Montaigne

I'm very content to have great management and a great label. But for me, success started when my managers came to me and told me, 'Go ahead and quit your job.' I told them, 'As long as I don't have to wash dishes anymore, I'm good.' — Leon Bridges

I think that not relying too heavily on one bank and one bank manager is a good rule to learn. — Richard Branson

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

good managers - don't dictate from on high. They reach out, they listen, they wrangle, coax, and cajole. — Ed Catmull

On the playing side, a lot of guys I played under were pretty good managers. — Don Mattingly

I'm not just trying to be a good game manager. I'm trying to be great. — Drew Brees

Good teachers don't approach a child of this age with overzealousness or with destructive conscientiousness. They're not drill-masters in the military or floor managers in a production system. They are specialists in opening small packages. They give the string a tug but do it carefully. They don't yet know what's in the box. They don't know if it's breakable. — Jonathan Kozol

To succeed consistently, good managers need to be skilled not just in choosing, training, and motivating the right people for the right job, but in choosing, building, and preparing the right organization for the job as well. — Clayton M Christensen

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

If I Had To Sum Up In One Word The Qualities That Make Up A Good Manager, I'd Say Decisiveness. — Lee Iacocca

Good managers have a bias for action. — Tom Peters

As a whole, the managers today are different in temperament. Most have very good communication skills and are more understanding of the umpire's job. That doesn't mean they are better managers. It just means that I perceive today's managers a bit differently. — Jim Evans

Typical comments from younger and "top talent" employees: "I want to know immediately if I need to change what I'm doing. I prefer managers who just walk in and tell what I need to do differently." "I can't believe that some managers wait for performance review to let people know they aren't good in a particular area. What's the holdup?" "Just lay it on me. I don't want to wait for feedback. And I want a manager who's open to my feedback, too." "I was hired in as a manager, a role I'd never had before. I'm lucky my boss pushes us to give more feedback to everyone - I get feedback on my feedback. My team is like a hungry beast. I feed them and they keep asking for more! — Anna Carroll

Sales managers need to be good leaders. How do they do it? Good leaders effectively communicate their goals and objectives while they focus on doing their job ProActively, and let their people focus on their job. If this is true, then the inverse must be true. — William Miller

Government has the responsibility to provide the climate in which Americans, all Americans, have an opportunity for good jobs; and not only for good jobs, but an opportunity if they have the ability and the desire, to be owners and managers, to have a piece of the action, because if they have a piece of the action, then they believe in the system rather than fighting against it. — Richard M. Nixon

Today, the qualifications required
for senior positions within NGOs reflect the evolution of those activists
who have also become managers: trained in law, business administration,
or finance, experienced, with a good capacity to "liaise" with political
circles or the business community, their profile often does not substantially
differ from those of corporate managers. — Nicolas Guilhot

After costs, only the top 3% of managers produce a return that indicates they have sufficient skill to just cover their costs, which means that going forward, and despite extraordinary past returns, even the top performers are expected to be only as good as a low-cost passive index fund. The other 97% can be expected to do worse. — Eugene Fama

Is puppy love the reason so many Americans are blind to the incompetence and waste of Republicans - who at a minimum are supposed to be good money managers - running Iraq reconstruction? — Margaret Carlson

What has changed in the meantime? Managers have become keenly aware that value alone does you little good unless you can communicate it successfully. That means that customers understand and appreciate what they are buying. Remember, the only fundamental driver of willingness to pay is the perceived value in the eyes of the customer. — Hermann Simon

In managers, I look for people who can get things done through other people. The most important thing for a good manager is that the people on his team feel like he or she has integrity. — Sam Wyly

As managers develop the systems approach, they learn to use computers for the things they are good at and to the contrary avoid using computers for things that people are good at. The consequences are fewer computer systems and more control. I — John Seddon

All over the world, as governments retreat from their traditional duty to foster the common good and reconceive of themselves as mere managers of national economies, universities have been coming under pressure to turn themselves into training schools equipping young people with the skills required by a modern economy, — J.M. Coetzee

Publishers, theatrical managers, and critics ask not for the quality inherent in creative art, but will it meet with a good sale, will it suit the palate of the people? Alas, this palate is like a dumping ground; it relishes anything that needs no mental mastication. As a result, the mediocre, the ordinary, the commonplace represents the chief literary output. — Emma Goldman

Some news managers have been slow to grasp that good television news is always substance over form. — Jessica Savitch

MF Global used to be known as Man Financial, and it had a reasonably good reputation. It did a humdrum business placing commodities trades for fund managers as well as farmers, grain dealers and others whose livelihoods depend on the vagaries of commodity prices. — Gary Weiss

Unfortunately, "learning" is the oldest excuse in the book for a failure of execution. It's what managers fall back on when they fail to achieve the results we promised.Entrepreneurs, under pressure to succeed, are wildly creative when it comes to demonstrating what we have learned. We can all tell a good story when our job, career, or reputation depends on it — Anonymous

Managers who inspire extraordinary loyalty from their people tend to be highly charismatic, humorous, good-looking, and tall. So, by all means, strive to be those things. If you don't feel able to improve any of those factors very much, you might consider holding on to your people by designing a little slack into their lives. — Tom DeMarco

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

Slaves are not allowed to say no. Laborers may be hesitant to say no. But
professionals are expected to say no. Indeed, good managers crave someone who
has the guts to say no. It's the only way you can really get anything done. — Robert C. Martin

My style is to keep folks in place who are good managers and want to win. — Tom Hicks

Everyone is a business person. You must be in the business of managing your time. Managing your time means managing your life. Good time managers are good life managers, and vice versa. — Archibald Marwizi