Managers Are Quotes & Sayings

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

That whole thing about, 'Hey, ex-catchers are the best managers.' Listen, pitching coaches have some brains, too. Sometimes they're not all there, but sometimes they are. — Don Cooper

Markets are efficient, but there are different dimensions of risk and those lead to different dimensions of expected returns. That's what people should be concerned with in their investment decisions and not with whether they can pick stocks, pick winners and losers among the various managers delivering basically the same product. — Eugene Fama

To draw for a moment from an entirely different corner of my life, that part of me still attached to the biological sciences, there is ample evidence that animals - rats and monkeys, for example - that are forced into a subordinate status within their social systems adapt their brain chemistry accordingly, becoming 'depressed' in humanlike ways. Their behavior is anxious and withdrawn; the level of serotonin (the neurotransmitter boosted by some antidepressants) declines in their brains. And - what is especially relevant here - they avoid fighting even in self-defense ... My guess is that the indignities imposed on so many low-wage workers - the drug tests, the constant surveillance, being 'reamed out' by managers - are part of what keeps wages low. If you're made to feel unworthy enough, you may come to think that what you're paid is what you are actually worth. — Barbara Ehrenreich

The longer people are unemployed, the less employable they become. Skills become rusty; managers look more suspiciously at someone who has been out of work for years than a candidate already employed. — Nina Easton

In fact the "mask" theme has come up several times in my background reading. Richard Sennett, for example, in "The Corrosion of Character: The Personal Consequences of Work in the New Capitalism", and Robert Jackall, in "Moral Mazes: The World of Corporate managers", refer repeatedly to the "masks" that corporate functionaries are required to wear, like actors in an ancient Greek drama. According to Jackall, corporate managers stress the need to exercise iron self-control and to mask all emotion and intention behind bland, smiling, and agreeable public faces.
Kimberly seems to have perfected the requisite phoniness and even as I dislike her, my whole aim is to be welcomed into the same corporate culture that she seems to have mastered, meaning that I need to "get in the face" of my revulsion and overcome it. But until I reach that transcendent point, I seem to be stuck in an emotional space left over from my midteen years: I hate you; please love me. — Barbara Ehrenreich

People think that the art market is about opportunists and hedge-fund managers getting broken art, but what really happened is that there was a new configuration of bourgeois values in the U.S. and an acceptance among the bourgeoisie of contemporary art as an idea. I think that bourgeois people are horrible. — Liam Gillick

USA corporations are legally regulated by laws which their managers know are rarely enforced. This criminal activity is what the USA government calls: Deregulation. — Steven Magee

One third of managers are victims of "Information Fatigue Syndrome." 49 percent said they are unable to handle the vast amounts of information received. 33 percent of managers were suffering ill health as a direct result of information overload. 62 percent admitted their business and social relationships suffer. 66 percent reported tension with colleagues and diminished job satisfaction. 43 percent think that important decisions are delayed and their abilities to make decisions are affected as a result of having too much information. (Reuters's "Dying for Business" report) — Jeff Davidson

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 final ballots represent players, managers, executives and builders who are top-tier candidates and worthy of review for consideration for election to the Hall of Fame. — Fay Vincent

Joel Bakan, author of The Corporation: The Pathological Pursuit of Profit and Power argues that if corporations have 'person hood' under the law, then it makes sense to question what kind of people they are. He posits that corporations behave with all the classical signs of sociopathy: they are inherently amoral, they elevate their own interests above all others', and they disregard moral and sometimes legal limits on their behavior in pursuit of their own advancement. Organizations of this type would thrive under the leadership of people who have the same traits: sociopaths. — M.E. Thomas

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. — Patrick Lencioni

Introverts listen better, they assess risks more carefully, they can be wiser managers. It's not for nothing that the Silicon Valley billionaires are so often the retiring types. — Jeffrey Kluger

You as the leader should have a Function Accountability Chart (FAC) to help CEOs and managers to see clearly the person who is accountable for each role and key positions. It should also show the metrics or key performance indicators assigned for each of the main functions of the business. Each item on the Profit & Loss, and Balance Sheet should be assigned to specific people who are accountable for these roles. Each team should know their responsibilities, accountabilities and who they are answerable — Emily Goldstein

In their work, designers often become expert with the device they are designing. Users are often expert at the task they are trying to perform with the device. [ ... ] Professional designers are usually aware of the pitfalls. But most design is not done by professional designers, it is done by engineers, programmers, and managers. — Donald A. Norman

you are brought face to face with the great question about the soccer coach: Does he really matter? It turns out that coaches or managers (call them what you like) simply don't make that much difference. — Simon Kuper

AFTER YEARS OF BEING ASKED to do more with less, managers are increasingly aware that they cannot produce the results that are expected of them with the organizations they currently have and the methods they currently use. — Alan G. Robinson

When choosing between two similar applicants, hiring managers are increasingly turning to social media outlets to supplement information they are unable to glean from applications or interviews. — Amy Jo Martin

My opinion means nothing. It happens every day. The most unlikely people commit the most unlikely crimes. Nice old ladies poison whole families. Clean-cut kids commit multiple holdups and shootings. Bank managers with spotless records going back twenty years are found out to be long-term embezzlers. And successful and popular and supposedly happy novelists get drunk and put their wives in the hospital. We know damn little about what makes even our best friends tick. — Raymond Chandler

Now, everybody is searching for managers with a little dose of leadership (not too much but it should be clearly there). Some "bosses" say that their employees either have leadership skills or they don't, that this is an innate ability. Others think leadership can be learned and they train their employees through various courses on this topic. The main aspect to observe here is that the majority of employers do not train or want their employees to become "distinct" leaders and follow their path in the world. They want and train them to stay in their company and successfully deliver more to the company. Of course, the rule is validated by exceptions, so there are companies that give birth, from their environment and trainings, to great and very influential leaders. — Elena D. Calin

Managers are action-focused; they are not philosophers and should not be. — Peter F. Drucker

By following what they believe are stick orders from the top, many typical managers tend to concentrate on working within budget and resource constraint --- thereby developing a boxed-in, "can't do" mindset. — Sumantra Ghoshal

The monetary managers are fond of telling us that they have substituted 'responsible money management' for the gold standard. But there is no historic record of responsible paper money management ... The record taken, as a whole is one of hyperinflation, devaluation and monetary chaos. — Henry Hazlitt

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

We're all flawed, but basically, effective managers are people whose flaws are not fatal under the circumstances. Maybe the best managers are simply ordinary, healthy people who aren't too screwed up. — Henry Mintzberg

Fund investors are confident that they can easily select superior fund managers. They are wrong. — John C. Bogle

True, the number of functional managers should always be kept at a minimum, and there should be the largest possible number of 'general' managers who manage an integrated business and are directly responsible for its performance and results. Even with the utmost application of this principle the great bulk of managers will remain in functional jobs, however. This is particularly true of the younger people. A — Peter F. Drucker

The most successful executives are often men who have built their own companies. Ironically their very success frequently brings to them and members of their families personal problems of an intensity rarely encountered by professional managers. And these problems make family businesses probably the most difficult to operate. — Harry Levinson

Stop being conned by the old mantra that says, 'Leaders are cool, managers are dweebs.' Instead, follow the Peters Principle: Leaders are cool. Managers are cool too! — Tom Peters

I'm sure there are managers who have had far greater financial success. But my companies such as easyJet have changed the lives of many people. We haven't just made flights affordable for a lot of people. — Stelios Haji-Ioannou

Populists of the Trump variety and the Sanders variety (who are not in fact as different as they seem) are not wrong to see these corporate cosmopolitans as members of a separate, distinct, and thriving class with economic and social interests of its own. Those interests overlap only incidentally and occasionally with those of movement conservatives - and overlap even less as the new nationalist-populist strain in the Republican party comes to dominate the debate on questions such as trade and immigration. Under attack from both the right and the left, free enterprise and free trade increasingly are ideas without a party. As William H. Whyte discovered back in 1956, the capitalists are not prepared to offer an intellectual defense of capitalism or of classical liberalism. They believe in something else: the managers' dream of command and control. — Kevin D. Williamson

It's natural for people to protect what they know instead of leaping into the unknown, and managers are no exception. Managers might even be worse, as the politics they rely on to survive can make them more entrenched and defensive. — Scott Berkun

Culture is what happens when the managers are not around. — Pearl Zhu

At least since the time of In Search of Excellence in 1980, its first blockbuster bestseller, management literature has rejected the model of a business organization as a machine and its people as robots. Managers are exhorted to stop managing and start leading, to empower people, and to master something called "change management." The volume of the volumes has become cacophonous. However, many managers remain rather confused, as there is little consensus about how empowerment is actually supposed to work. — Stephen Bungay

Managers are trained to make incremental, programmatic improvements. They aren't trained to lead large-scale change. — John P. Kotter

One can even imagine that inflation tends to improve the relative position of the wealthiest individuals compared to the least wealthy, in that it enhances the importance of financial managers and intermediaries. A person with 10 or 50 million euros cannot afford the money managers that Harvard has but can nevertheless pay financial advisors and stockbrokers to mitigate the effects of inflation. By contrast, a person with only 10 or 50 thousand euros to invest will not be offered the same choices by her broker (if she has one): contacts with financial advisors are briefer, and many people in this category keep most of their savings in checking accounts that pay little or nothing and/or savings accounts that pay little more than the rate of inflation. — Thomas Piketty

The days of the 'intuitive' manager are numbered. — Peter Drucker

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

I say, 'Get me some poets as managers.' Poets are our original systems thinkers. They contemplate the world in which we live and feel obligated to interpret, and give expression to it in a way that makes the reader understand how that world runs. Poets, those unheralded systems thinkers, are our true digital thinkers. It is from their midst that I believe we will draw tomorrow's new business leaders.
Sidney Harman, CEO Multimillionaire of a stereo components company — Daniel H. Pink

21st Century Managers must change their thinking because they are now in the business of managing Mindsets & thinking, which impacts actions and behaviors. — Tony Dovale

Corporations are totalitarian institutions. Board of directors at the top of managers give orders, everyone follows orders ... At the very bottom of command, if you are lucky you can rent yourself to it and get a job , and if you are sufficiently propagandized you may even buy some of the junk they produce and so on ... — Noam Chomsky

The socially redeeming aspect of golf lies in the vast number of lawyers and bankers and managers who play it, and when you think of the damage they would do if they were at the job instead, you can see why golf courses are a wise investment for any municipality. — Garrison Keillor

The one principle that surrounds everything else is that of stewardship; that we are the managers of everything that God has given us — Larry Burkett

Many managers make a distinction between talent and drive. They often find themselves counseling someone by saying: "Look, you are very talented. But you need to apply yourself or that talent will go to waste." This advice sounds helpful. More than likely it is well-intended. But fundamentally it is flawed. A person's drive is not changeable. What drives him is decided by his mental filter, by the relative strength or weakness of the highways in his mind. His drives are, in fact, his striving talents. — Marcus Buckingham

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

Managers who don't lead are quite discouraging, but leaders who don't manage don't know what's going on. It's a phony separation that people are making between the two. — Henry Mintzberg

Mathematicians are like managers - they want improvement without change. — Edsger Dijkstra

The approach and strategies are very similar in that you gather all the information you can and then keep adding to that base of information as things develop. You do whatever the probabilities indicated based on the knowledge that you have at that time, but you are always willing to modify your behaviour or your approach as you get new information. In bridge, you behave in a way that gets the best from your partner. And in business, you behave in the way that gets the best from your managers and your employees. — Warren Buffett

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

General manager Frank Lane made his mark on the club by making several unpopular or unsuccessful trades. Among the guys he traded to other teams are Rocky Colavito, Roger Maris, Norm Cash, and ... manager Joe Gordon? Uh, yes. Lane and Detroit GM Bill DeWitt traded managers - Joe Gordon for Jimmy Dykes. Lane's tenure ended shortly thereafter, long before the damage he caused. — Tucker Elliot

Managers are a dime a dozen, but leaders are priceless — H. Wayne Huizenga

We make two assumptions that are vital to the arguments in this book: There are active managers that can beat the market (i.e., the market is not completely efficient). Superior active managers can be identified. — Meb Faber

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

All managers are losers, they are the most expendable pieces of furniture on the face of the Earth. — Ted Williams

But the best managers have the solution: Ask. Ask your employee about her goals: What are you shooting for in your current role? Where do you see your career heading? What personal goals would you feel comfortable sharing with me? How often do you want to meet to talk about your progress? — Marcus Buckingham

Managers all over the world will go crazy when their artists are not touting the party line and making things pretty in the way that they're supposed to, but it's different when your manager is your husband. It's contrary to your soul. That commercial interest presses in upon your whole personal life. — Liz Garbus

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

Social networking technology allows us to spend our time engaged in a hypercompetitive struggle for attention, for victories in the currency of "likes." People are given more occasions to be self-promoters, to embrace the characteristics of celebrity, to manage their own image, to Snapchat out their selfies in ways that they hope will impress and please the world. This technology creates a culture in which people turn into little brand managers, using Facebook, Twitter, text messages, and Instagram to create a falsely upbeat, slightly overexuberant, external self that can be famous first in a small sphere and then, with luck, in a large one. The manager of this self measures success by the flow of responses it gets. The social media maven spends his or her time creating a self-caricature, a much happier and more photogenic version of real life. People subtly start comparing themselves to other people's highlight reels, and of course they feel inferior. — David Brooks

Managers are people who know what they want.
Leaders are people who get what they want. — Bogdan Vaida

The more books there are on shelves, the more will be sold. Once you get to the level of The Secret and have 40-100 copies in many stores, managers have almost no choice but to put them in prime real estate like front-of-store, end caps, or front window. — Timothy Ferriss

I think that, too many times, business has been seen as acting in its narrow self-interest rather than, essentially, contributing more broadly to society. I think a lot of that is unintentional; I don't think that many managers are deliberately trying to be unethical or are not trying to be sensitive to social needs. — Michael Porter

When managers explain what their plan is without giving the reasons for it, people wonder what the "real" agenda is. There may be no hidden agenda, but you've succeeded in implying that there is one. Discussing the thought processes behind solutions aims the focus on the solutions, not on second-guessing. When we are honest, people know it. — Ed Catmull

Ive got nothing against foreign managers, they are very nice people. Apart from Arsene Wenger — Tony Pulis

There are pop managers, and then there's Simon Cowell, who isn't gay, Jewish or particularly riveting. He's not without interest but he doesn't exactly have the hinterland of, say, Brian Epstein. — Peter York

The best cover letters I've read are from people who have a passion for my company, and can make that passion come to life on a page. The letters that make me say, 'Yes! This person really gets it.' Because, at the end of the day, I want to hire people who already get it. Most hiring managers do. — Kathryn Minshew

I'm just happy to be a film where for once I don't have to worry about my hair, because my managers are always complaining about my hair looking depressing in my movies. Which is true. I mean, it's true. — Emily Mortimer

He has a really consistent routine. He comes in in the morning at around 8:30. He reads five newspapers. He reads The Financial Times, The Washington Post, The New York Times, The Wall Street Journal, and The Omaha World Herald. Then he has a stack of reports on his desk from the companies Berkshire owns, and some trade press like American Banker or oil and gas journals, and through the rest of the day, he alternates between flipping through this stuff and then talking on the phone to people either who call him or who he calls. He never calls his managers; they can call him. He is really accessible, but he leaves them alone.
Then he has CNBC on all day long with the crawl, with the sound muted and if he sees his name cross along the bottom and they are talking about him, he will turn the sound on to find out what they are saying. That is his day. He doesn't do meetings
there are no meetings.
— Alice Schroeder

Whenever you have the kind of market that is taking shape now - a wildly volatile one with big pricing discrepancies - it plays right into the hands of managers who are very focused on research and stock picking. — James Russell Lowell

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

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

The world of the 90s and beyond will belong to managers or those who make the numbers dance, as we used to say, or those who are conversant with all the business jargon we used to sound smart. The world will belong to passionate, driven leaders
people who not only have an enormous amount of energy but who can energize those whom they lead. — John Welch

Or, suppose you want to motivate your managers to ship products on time, so you conspicuously promote each manager whose product goes out the door on schedule. All goes as planned until the situation arises in which one of your managers has a project where the testers are reporting numerous problems. Because managers who have shipped products on time have been promoted, this manager thinks, I want that promotion so I need to ship this on time, but those bug reports are getting in the way. I know what I'll do! I'll put the testers on another project until the developers have a chance to catch up. — Gerald M. Weinberg

I'm making a case against how money managers are handling customers' money. The objective of the customer is not being met if the fund managers are diversifying their assets into hundreds of businesses. If they do this, they are typically performing close to the indexes. But that's not the way wealth is created. — Michael Lee-Chin

As successful companies mature, employees gradually come to assume that the priorities they have learned to accept, and the ways of doing things and methods of making decisions that they have employed so successfully, are the right way to work. Once members of the organization begin to adopt ways of working and criteria for making decisions by assumption, rather than by conscious decision, then those processes and values come to constitute the organization's culture. 7 As companies grow from a few employees to hundreds and thousands, the challenge of getting all employees to agree on what needs to be done and how it should be done so that the right jobs are done repeatedly and consistently can be daunting for even the best managers. Culture is a powerful management tool in these situations. Culture enables employees to act autonomously and causes them to act consistently. Hence, the location of the — Clayton M Christensen

It is an unquestioned assumption that managers should have and set targets and then create control systems - incentives, performance appraisals, budget reporting and computers to keep track of them all - to ensure the targets are met. In Toyota, these practices simply do not exist. To — John Seddon

Most hiring managers interview a lot of people. So many that they generally have to go back to their notes to remember candidates - the exception being candidates with a strong hook. Sometimes these hooks are how people dress or their personality, but the best hook is a strong story that's work-related. — Travis Bradberry

Mutual fund managers are trapped in this rather deadly vicious circle: the more successful they are, the more money flows into their mutual fund. Then, it is more difficult for them to beat the market averages or even to match their own past performance. — Ron Chernow

We are long-term players in the industry. We're not just crazy and emotional. We try to be logical business managers. — Frank Lorenzo

One of the functions of leadership is to lead, and weak managers may simply check and check and check with others because they are not capable of leading when it is required of them to lead. Benedict says that in matters of importance the abbot or prioress is to ask everyone in the community, 'starting with the youngest,' and then the abbot or prioress is to 'do what seems best. — Joan D. Chittister

What I've witnessed, managers are divisive and allow musicians to become clouded, irresponsible, and unaware of the world around them. — Jacob Bannon

Some of the greatest advances happen when people are bold enough to speak their truth and listen to others speak theirs. — Kenneth H. Blanchard

Managers' responsibility is to ensure that people deliver the expected results, which are the company's strategy. The company's strategy, in turn, determines its competitive advantage. So, if a manager does a poor job of motivating employees' productivity, the enterprise is a weak competitor. — Anna Stevens

The best, most successful managers in the modern era are those who can keep a player happy even if he is not in the team. Given the size of the squads and the use of rotation nowadays, that's tougher than it's ever been. — Gary Lineker

Managers are never 100 percent in control. You're at the mercy of the players. When you're a player, you're driving. I'm the navigator. I hardly ever think about driving anymore, unless there's two out in the bottom of the ninth. — Dusty Baker

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

This is why those with greater social sensitivity have stronger friendships, better marriages, and are happier with their lives in general. At work, leaders do better when they have some sense of whether or not their instructions are being understood. Managers motivate their employees when they have some sense of what their employees want and need. Salesmen close more deals when they have some ability to know what their customers want and can modify their pitch accordingly. Most of us avoid getting into fistfights or looking like complete idiots because we have a reasonable sense of what others think and feel, and thus can manage our relationships reasonably well. Being able to understand others — Nicholas Epley

Venture capitalists are professional money managers. We are provided capital to invest as long as we can return it to our investors with a strong return in a reasonable amount of time. A strong return is three times cash on cash. A reasonable amount of time is ten years max. — Fred Wilson

Many managers feel that if they are not notified about problems before others are or if they are surprised in a meeting, then that is a sign of disrespect. Get over it. — Ed Catmull

After all, advocates, including advocates for States, are like managers of pugilistic and election contestants, in that they have a propensity for claiming everything. — Felix Frankfurter

Most people think of leaders as being these outgoing, very visible, and charismatic people, which I find to be a very narrow perception. The key challenge for managers today is to get beyond the surface of your colleagues. You might just find that you have introverts embedded within your organization who are natural-born leaders. — Douglas Conant

Managers who work for very senior people must not remain in awe of their bosses if they are to be effective. — Subroto Bagchi

Managers tell you where you are, leaders tell you where you're going. — Rands

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

We visit the Launch Control building, where on one wall of the seventies-style lobby are hung the mission patches of every human spaceflight that has ever been launched from here, 149 to date. Beneath each mission patch is a small plaque showing the launch and landing dates. Two of them - Challenger's STS-51L and Columbia's STS-107 - are missing landing dates, because both of these missions ended in disasters that destroyed the orbiters and killed their crews. The blank spaces on the wall where those landing dates should have been are discolored from the touch of people's hands. This would be unremarkable if this place were a tourist attraction, or regularly open to the public. But with the rare exception of Family Days, this building is open only to people who work here. In other words, it's launch controllers, managers, and engineers who have been touching these empty spaces with their hands, on their way to and from doing their jobs. After — Margaret Lazarus Dean

While social media skills were once a 'nice-to-have,' accreditation in the space is becoming a requirement for many of these job titles. Hiring managers and job seekers are realizing that printing stacks of resumes is turning passe, and social media is rising as the new way of generating real-time networking opportunities. — Ryan Holmes

God uses millions of no-name influencers every day in the simplest selfless acts of service. They are the teachers whose names will never be in the newspaper, pastors who will never author a book, managers who will never be profiled in a magazine, artists whose work is buried in layers of collaboration, writers whose sphere of influence is a few dozen people who read their blogs. But they are the army that makes things happen. To them devotion is its own reward. For them influence is a continual act of giving, nothing more complicated than that. — Mel Lawrenz

Man is born to dream, to be enlightened, to connect and to be fulfilled. Managers are too. — Stan Slap

The owners and top managers of most news media organizations tend to be conservative and Republican. This is hardly surprising. The shareholders and executives of multi-billion-dollar corporations are not very interested in undermining the free enterprise system, for example, income from offended advertisers. These owners and managers ultimately decide which reporters, newscasters, and editors to hire or fire, promote or discourage. Journalists who want to get a head, therefore, may have to come to terms with the policies of the people who own and run media businesses. — Edward S. Greenberg

Managers, regardless of salary, should not be allowed to earn or use comp time. They are expected to work as many hours as needed to get the job done - especially at these salary levels. — Jodi Rell