Role Of Manager Quotes & Sayings

As a manager your job is not to teach people talent. Your job is to help them earn the accolade "talented" by matching their talent to the role. To do this well, like all great managers, you have to pay close attention to the subtle but significant differences between roles. — Marcus Buckingham

To master the virtual equation and make all the elements work together, you have to become the connector. In fact, your greatest role as a virtual manager is to link the various parts of his/her team to accomplish the goals that lead to its formation in the first place. You may need to shift gears, perform ream tune-ups, realign, and refuel your team's energy along the way. — Yael Zofi

Then it becomes necessary to get the field organisation to accept the help provided. This is normally the role of the Change Manager; to implement the change that no-one asked for or wants. — Douglas McGregor

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

And in this role (the Stage Manager) I could speak from my heart, you know! ... provided I can memorize the lines. — Spalding Gray

My favorite comic book growing up was 'Thor.' It was one of my three, favorite comic books. Obviously, Marvel is such a huge name, but for me, to book a role in a Marvel movie, and for it to be 'Thor.' When my manager told me I booked 'Thor,' I literally didn't know what to say. — Joseph Gatt

IT - especially with its role so greatly enlarged by the arrival of the Internet - has changed not only how we work and conduct business, but also how we (and our customers) play, how we consume, and how we educate our next generations. And yet the IT phenomenon, so evident in the expenditures of every organization, has not yet achieved management attention equal to other areas, such as finance, marketing, operations, and human resources. In far too many companies, IT remains a black box that business managers rarely try to see inside. When business managers do engage in IT discussions, often they bring little expertise to bear. Few feel apologetic about their IT inadequacies. But the time is coming when "I'm not an IT person" will be no more adequate as a manager's defense in the aftermath of a major corporate problem than Jeff Skilling's now notorious "I'm not an accountant" - that CEOs effort to explain his failure to foresee or prevent Enron's spectacular implosion. — Robert D. Austin

You don't need to worry about defining the roles in a way that you will live with for the rest of your life - just consider the week and write down the areas you see yourself spending time in during the next seven days. Here are two examples of the way people might see their various roles. 1. Individual 1. Personal Development 2. Spouse/Parent 2. Spouse 3. Manager New Products 3. Parent 4. Manager Research 4. Real Estate Salesperson 5. Manager Staff Dev. 5. Community Service 6. Manager Administration 6. Symphony Board Member 7. Chairman United Way SELECTING GOALS. The next step is to think of one or two important results you feel you should accomplish in each role during the next seven days. These would be recorded as goals. — Stephen R. Covey

A manager can't act like a role model. They need to BE a role model. — Ben Horowitz

I was very soft. I gained a lot of weight with my second child and was very on the couch. And [me manager ] said, "You know, this is a softer role [in Misteress]. She is a softer character. She's a lesbian that's always the passive half of the relationship." — Shannyn Sossamon

He had a taste for asking complicated questions, and for tracking the answers into whatever rabbit hole they might lead him. He had, in short, an obsessive streak. It wasn't until after he'd hired Schwall away from Bank of America to work for RBC that Brad noticed this side of Schwall. He should have seen it before, simply from Schwall's chosen role on Wall Street: product manager. A product manager, to be any good, had to be obsessive. — Michael Lewis

A successful manager told me that stopped wearing a watch. She found that the work was so immersive, anchoring it to whatever hour it happened to be was pointless. The watch reminded her of the rigors of appointments and the status quo, while her goal was to be there, right here, right now, in the moment, and to do the work in front of her. The watch had no role in doing that right, so, for now, it's gone. — Seth Godin