Quotes & Sayings About Young Managers

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

There were shoppers everywhere. Counter after counter. Salesgirls, mostly white, with a sprinkling of Japanese as department managers. The din was terrific.

After some confusion Mr. Baynes located the men's clothing department. He stopped at the racks of men's trousers and began to inspect them. Presently a clerk, a young white, came over, greeting him.

Mr. Baynes said, 'I have returned for a pair of dark brown wool slacks which I was looking at yesterday.' Meeting the clerk's gaze he said, 'You're not the man I spoke to. ... — Philip K. Dick

Creative people in particular traditionally have strained relations with systems, structures, standards, and other perceived constraints on their creative freedom. Nowhere is this clearer than in big organizations where people often complain that "the systems" kill creativity, longingly thinking back to the halcyon days when the company was young and less bureaucratic. Going back to the unstructured start-up days is not an option, however. Established companies require a different kind of innovation: they need a culture in which creativity is part of the corporate ecosystem. The key to building a creative culture is not to declare war on systems, processes, and policies, but to embrace and redesign them so they support and actively enhance innovative behavior. Managers, in other words, have to fight systems with systems, creating an architecture of innovation in their teams and departments. The primary aim is to help people behave more like innovators. — Paddy Miller

We expect our media to lead and open doors for our young talents. As we need creative engineers, doctors and managers, we also need creative journalists and media workers. — Mohammed Bin Rashid Al Maktoum

Suddenly the dressing-room of La Sorelli, one of the principal dancers, was invaded by half-a-dozen young ladies of the ballet, who had come up from the stage after "dancing" Polyeucte. They rushed in amid great confusion, some giving vent to forced and unnatural laughter, others to cries of terror. Sorelli, who wished to be alone for a moment to "run through" the speech which she was to make to the resigning managers, looked around angrily at the mad and tumultuous crowd. It was little Jammes - the girl with the tip-tilted nose, the forget-me-not eyes, the rose-red cheeks and the lily-white neck and shoulders - who gave the explanation in a trembling voice:

"It's the ghost!" And she locked the door.

- Chapter 1: Is it the Ghost? — Gaston Leroux

Brian discovers that this first group features two bricklayers, a machinist, a doctor, a gun-store owner, a veterinarian, a plumber, a barber, an auto mechanic, a farmer, a fry cook, and an electrician. The second group - Brian thinks of them as the Dependents - features the sick, the young, and all the white-collar workers with obscure administrative backgrounds. These are the former middle managers and office drones, the paper pushers and corporate executives who once pulled down six-figure incomes running divisions of huge multinationals - now just taking up space, as obsolete as cassette tapes. — Robert Kirkman

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

There are exceptional loyalties and there are old fashion ideas about how you get loyalties, and after all the auditorium is full of people who have co-owned shares with the managers for many decades, and in many cases they co-invested when everyone was young and obscure. Also when you come back to a place like that you are celebrating old loyalties, and of course the basic idea behind so much of Berkshire is the old fashioned idea that the best way to get loyalty is to deserve loyalty. — Charlie Munger

The Opera ghost really existed. He was not, as was long believed, a
creature of the imagination of the artists, the superstition of the
managers, or a product of the absurd and impressionable brains of the
young ladies of the ballet, their mothers, the box-keepers, the
cloak-room attendants or the concierge. Yes, he existed in flesh and
blood, although he assumed the complete appearance of a real phantom;
that is to say, of a spectral shade. — Gaston Leroux

Obviously it's very hard to leave a club that you've supported all your life. But the reason that I've come to Birmingham is that I think Steve Bruce is one of the best young managers in the country and that Birmingham as a club is a sleeping giant — David Dunn

It was as though most managers in the world were primarily interested either in results or in people. The managers who were interested in results often seemed to be labeled "autocratic," while the managers interested in people were often labeled "democratic." The young man thought each of these managers - the "tough" autocrat and the "nice" democrat - were only partially effective. "It's like being half a manager," he thought. — Kenneth H. Blanchard