This is one of the innovator’s dilemmas: Blindly following the maxim that good managers should keep close to their customers can sometimes be a fatal mistake.
A lot of people don't trust the pitch. There's this kind of reputation it has for being untrustworthy and fickle and capricious and everything else, and those are words that big league managers and general managers and organizations aren't too fond of.
The prime occupational hazard of a manager is superficiality.
A manager has his cards dealt to him and he must play them.
Good managers have a bias for action.
good people managers are likely to listen more than they speak. Perhaps that's why we were given two ears and only one mouth.
I'm not just trying to be a good game manager. I'm trying to be great.
I always like to refer managers in corporate America as the renters of the corporate assets, not the owners.
Managers construct, rearrange, single out, and demolish many 'objective' features of their surroundings. When people act they unrandomize variables, insert vestiges of orderliness, and literally create their own constraints.
Managers maintain an efficient status quo while leaders attack the status quo to create something new.
If I have to tell a guy he's got something to do, I consider myself a failure as a manager.