Management Guru Quotes & Sayings

The late W. Edwards Deming, guru of Quality management, once declared, 'The most important things we need to manage can't be measured.' If that's true of what we need to manage, it should be even more obvious that it's true of what we need to teach. — Alfie Kohn

We could learn a lot from crayons; some are sharp, some are pretty, some are dull, while others bright, some have weird names, but they all have learned to live together in the same box. — Robert Fulghum

The most important thing in a man is not what he knows, but what he is. — Narciso Yepes

Renowned management guru Peter F.Drucker looked back at his 65-year consulting career shortly before he died. He concluded that great leaders could either be 'charismatic or dull' or 'visionary or numbers-orientated,' but the most inspiring and effective managers he knew all had said we rather than I. — Robert I. Sutton

Although he reputedly hated the label of 'guru', Peter Drucker was, by any standards, the greatest management guru the world has yet seen. In 1996, the McKinsey Quarterly journal described him as the 'the one guru to whom other gurus kowtow' and Robert Heller described him as 'the greatest man in the history of management', praise indeed for a man who described himself as 'just an old journalist'. — Peter Drucker

This building we're in has doors and windows. If we close the doors and windows, we can't get out. People lock themselves inside a house of delusions. But they're only delusions. They can leave anytime. Actually there is no house to leave. There's not even any leaving. What we see are flowers in the sky, the moon in the water. As for the meditative powers of Zen masters like Hsu-yun, sometimes it's useful to meditate and sometimes it isn't. — Bill Porter

One small decision can change the world. — A.J. Deus

In time comes he whom God sends. — George Herbert

Management guru Jim Collins has some good words here. He and Morten T. Hansen studied leadership in turbulent times. They looked at more than twenty thousand companies, sifting through data in search of an answer to this question: Why in uncertain times do some companies thrive while others do not? They concluded, "[Successful leaders] are not more creative. They're not more visionary. They're not more charismatic. They're not more ambitious. They're not more blessed by luck. They're not more risk-seeking. They're not more heroic. And they're not more prone to making big, bold moves." Then what sets them apart? "They all led their teams with a surprising method of self-control in an out-of-control world."2 — Max Lucado

Instead of courage' management guru Tom Peters recommends fostering 'a level of fury with the status quo such that one cannot not act. — Adam M. Grant

For all the talk about the need to be a likable "team player," many people work in a fairly cutthroat environment that would seem to be especially challenging to those who possess the recommended traits. Cheerfulness, upbeatness, and compliance: these are the qualities of subordinates
of servants rather than masters, women (traditionally, anyway) rather than men. After advising his readers to overcome the bitterness and negativity engendered by frequent job loss and to achieve a perpetually sunny outlook, management guru Harvey Mackay notes cryptically that "the nicest, most loyal, and most submissive employees are often the easiest people to fire." Given the turmoil in the corporate world, the prescriptions of niceness ring of lambs-to-the-slaughter. — Barbara Ehrenreich