Quotes & Sayings About New Managers

Learning is about seeing things froma a different perspective. My role is to help people improve their vision — Bob Selden

Many organizations help businesses to stay on top of what's changing or likely to change. It's important for executives and managers who focus on a company's health coverage to stay up-to-speed on what's happening, and it's important for those in the C-suite to understand the changes to factor these new variables into their strategic planning calculus. — John E. McDonough

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

Leaders and managers appreciate it when employees take the initiative to offer help, build networks, gather new knowledge, and seek feedback. But there's one form of initiative that gets penalized: speaking up with suggestions. In one study across manufacturing, service, retail, and nonprofit settings, the more frequently employees voiced ideas and concerns upward, the less likely they were to receive raises and promotions over a two-year period. And — Adam M. Grant

What differentiates us from other money managers with a similar style is that we're comfortable with new lows. — Peter Cundill

Between 8:25 and 8:32, in accordance with the FAA protocol, Boston Center managers started notifying their chain of command that American 11 had been hijacked.At 8:28,Boston Center called the Command Center in Herndon to advise that it believed American 11 had been hijacked and was heading toward New York Center's — Anonymous

New sales managers are the forgotten rookie - they were pros at selling, but all of a sudden they're a rookie at management. — Chris Lytle

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

Many of the railroad evils were inherent in the situation; they were explained by the fact that both managers and public were dealing with a new agency whose laws they did not completely understand. — John Moody

How often have you heard people brag about what great multi-taskers they are? Perhaps you've made the same boast yourself. You might even have heard that members of "Gen Y" are natural multi-taskers, having lived their whole lives constantly switching their attention from texting to IMing to Facebooking to watching TV - all supposedly without missing a beat. We even see training classes designed to teach managers how best to multi-task their Gen Y staff, the implication being that asking someone to focus on a single task through to completion has now become ridiculously old-fashioned for, if not downright heretical to, the new world order.

Don't believe it. — Michael Hannan

The attitude of our managers vividly contrasts with that of the young man who married a tycoon's only child, a decidedly homely and dull lass. Relieved, the father called in his new son- in-law after the wedding and began to discuss the future:
Son, you're the boy I always wanted and never had. Here's a stock certificate for 50% of the company. You're my equal partner from now on.'
Thanks, dad.'
Now, what would you like to run? How about sales?'
I'm afraid I couldn't sell water to a man crawling in the Sahara.'
Well then, how about heading human relations?'
I really don't care for people.'
No problem, we have lots of other spots in the business. What would you like to do?'
Actually, nothing appeals to me. Why don't you just buy me out? — Warren Buffett

The stock market's handling of new technology is kind of a joke. We have seen CNBC, CNNfn, Bloomberg, and the like turn into home-shopping networks for stocks. Fund managers and analysts go on TV and sell what's shiny and easy to sell. — Mark Cuban

After wolf number 10, the father of the first group of pups born in the park, was killed by a local hunter after wandering south of park boundaries, program officials rounded up the mother and the helpless pups, put them back into the acclimation pen, and provided them with food for several months. Even when the pups got a bit older, program managers feared that the mother would have a hard time taking care of them by herself when they were released. Then, on the day they were to be released, in an event that no biologist has yet been able to explain, a bachelor wolf living miles away in another part of the park showed up outside the pen, just in time to form a new family unit. — William R. Lowry

I often say that managers of creative enterprises must hold lightly to goals and firmly to intentions. What does that mean? It means that we must be open to having our goals change as we learn new information or are surprised by things we thought we knew but didn't. As long as our intentions - our values - remain constant, our goals can shift as needed. — Ed Catmull

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

Managers assert drive and control to get things done; leaders pause to discover new ways of being and achieving . — Kevin Cashman

In L.A., if you're in improv, and you're on those stages, all the big agents and managers and producers are watching those shows. They're not flying to Chicago to see the show. People are booking jobs off the stages in L.A. who aren't more talented than the guys in Chicago. But the most guys book out of L.A., and the second is New York. — Jake Johnson

Our essential difficulty is that we are seeking in a mechanism, which is necessary, qualities it simply does not possess. The market does not lead, balance or encourage democracy. However, properly regulated it is the most effective way to conduct business.
It cannot give leadership even on straight economic issues. The world-wide depletion of fish stocks is a recent example. The number of fish caught between 1950 and 1989 multiplied by five. The fishing fleet went from 585,000 boats in 1970 to 1.2 million in 1990 and on to 3.5 million today (1995). No one thought about the long- or even medium-term maintenance of stocks; not the fishermen, not the boat builders, not the fish wholesalers who found new uses for their product, including fertilizer and chicken feed; not the financiers. It wasn't their job. Their job was to worry about their own interests.
(IV - From Managers and Speculators to Growth) — John Ralston Saul

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

Innovative efforts should never report to line managers charged with responsibility for ongoing operations. The new project is an infant and will remain one for the foreseeable future, and infants belong in the nursery. The 'adults', that is, the executives in charge of existing businesses or products will have neither the time nor understanding for the infant. — Peter Drucker

To effectively reach consumers in the new social environment, brand managers need to learn how to translate their budgets into the digital realm, which also means understanding the advantages that digital can provide over television advertising. — Jay Samit

Senior managers at the Royal Bank of Canada were now arguing that the bank should create a Canadian dark pool, route their Canadian customers' stock market orders into it, and then sell to high-frequency traders the right to operate inside the dark pool. Brad thought that it made a lot more sense for RBC simply to expose the new game for what it was, and perhaps establish themselves as the only broker on Wall Street not conspiring to screw investors. "The only card left to play was honesty," as Rob Park put it. — Michael Lewis

One of the common traits of outstanding performers-coaches, athletes, managers, sales representatives, executives, and others who face a daily up/down, win/lose accounting system-is that a rejection, that is, defeat, is quickly forgotten, replaced eagerly by pursuit of a new order, client, or opponent. — Bill Walsh

Avoid companies that are cavalier about issuing new options to managers — Aswath Damodaran

If new ideas are the lifeblood of any thriving organisation-and, trust me, they are-managers must learn to revere, not merely tolerate, the people who come up with those ideas. — Mark McCormack

Nurses have new and expanding roles. They are case managers, helping patients navigate the maze of health care choices and develop plans of care. They are patient educators who focus on preventative care in a multitude of settings outside hospitals. And they are leaders, always identifying ways for their practice to improve. Because nurses have the most direct patient care, they have much influence on serious treatment decisions. It is a very high stakes job. Everyone wants the best nurse for the job, and that equates to the best educated nurse. — Judi Evans

Recommendation 7: Build human capital in government. While Moneyball uses big data and advanced statistics, the endeavor ultimately depends on people. To take one example: rapid-cycle evaluation at a service-delivery agency requires policy experts to identify plausible new approaches; program managers to implement them; technologists to create or modernize data systems to capture effects; social scientists or statisticians to analyze the data on effects; and crosscutting leaders who know how to bring these pieces together with inspiration and precision. — Kelly Ayotte

Only 12 managers have lasted more than three years with the Indians, and only three of those who did last longer than three years managed to do so without a winning record. The Indians have made strides in many areas the last three years and the shifts and changes amongst the coaching staff resulted in a highly respected group that was anxious and ready to guide the Tribe back to the postseason, but unfortunately it never materialized. Turns out the three-year threshold is a pretty solid limit for how patient an organization is when it comes to managers, and the gains made in 2011 were completely lost and then some in 2012. Acta's tenure with the club came to an end with six games left on the 2012 schedule. He ranks 13th in franchise history for games managed, but any optimisim regarding the Tribe in 2013 will rest squarely with new hire Terry Francona. — Tucker Elliot

What I find very interesting about the mutual funds managers is that here are people who are the new masters of the universe. They're managing billions, yet they're subject to this quiet daily tyranny of numbers. — Ron Chernow

Many thrifts layered a billion dollars of brand-new loans on top of their existing, disastrous hundred million dollars of old loss-making loans, in a hope that the new would offset the old. Each new purchase of mortgage bonds (which was identical to making a loan) was like the last act of a desperate man. The strategy was wildly irresponsible, for the fundamental problem (borrowing short term and lending long term) hadn't been remedied. The hypergrowth only meant that the next thrift crisis would be larger. But the thrift managers were not thinking that far in advance. They were simply trying to keep the door to the shop open. That explains why thrifts continued to buy mortgage bonds even as they sold their loans. — Michael Lewis

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

To not look at the data is foolish, but to look at the data as having all the answers is even more foolish. It is a collision of new-school statistics and statisticians against old-school managers, coaches, and instructors. Neither side is right, neither is wrong; there is so much to be gained from listening to both sides. — Tim Kurkjian

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

Hope requires a very careful symbolization. It must not be expressed too fully in the present tense because hope one can touch and handle is not likely to retain its promissory call to a new future. Hope expressed only in the present tense will no doubt be coopted by the managers of this age — Walter Brueggemann

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

Trayless cafeterias. Cafeteria managers have been taking a keen interest in reducing food waste. Seeing how easy it is to load up a tray with extra food that often goes uneaten and extra napkins that go unused, curious managers and students at Alfred University in New York tested a trayless policy over two days. When trays weren't offered, food and beverage waste dropped between 30 and 50 percent! — Richard H. Thaler

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

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

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

We can transition from being victims of the human condition to becoming secure, sound, effective managers of our world — Jeremy Griffith

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

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

Strategy making needs to function beyond the boxes to encourage the informal learning that produces new perspectives and new combinations ... Once managers understand this, they can avoid other costly misadventures caused by applying formal techniques, without judgement and intuition, to problem solving. — Henry Mintzberg

Our job as managers in creative environments is to protect new ideas from those who don't understand that in order for greatness to emerge, there must be phases of not-so-greatness. Protect the future, not the past. — Ed Catmull

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

a mentoring program that pairs new managers with experienced ones. A key facet of this program is that mentors and mentees work together for an extended period of time - eight months. They meet about all aspects of leadership, from career development and confidence building to managing personnel challenges and building healthy team environments. — Ed Catmull

What Dino spent most of his time doing was hiring and firing new managers. Since he ditched William Tiero three-plus years ago, he just want through these poor guys like you go through a bag of M&M's when you've got your period. Consume, and on the the next. — Deb Caletti

For a business to strengthen its position on the market, its managers should become skillful at helping their subordinates to set and achieve specific and measurable goals with realistic deadlines and clear expectations. Managers should also mentor employees through challenges, helping them grow and develop new skills. — Anna Stevens

Managers maintain an efficient status quo while leaders attack the status quo to create something new. — Orrin Woodward

Managers will work for a salary. Entrepreneurs create new businesses. Many people have capital, but instead of making money for business they build houses for rent. It's easy money to collect rental. — John Gokongwei

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

Academically brilliant persons usually make excellent managers and bureaucrats as they can efficiently implement the vision of the government or world leaders by following the prescribed methods. However, they may prove to be poor leaders, for they may not have taken the pain to understand the world on their own, and hence, cannot contribute any new thought or line of action to tackle new problems. — Awdhesh Singh