Perhaps there really are managers who can outperform the market consistently - logic would suggest that they exist. But they are remarkably well-hidden.
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.
I've never wanted to play bank managers and real people particularly.
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.
When results aren't good the manager gets the sack, that's the game.
When it comes to fund managers and market strategists, this year's hero usually turns into next year's zero.
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.
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.
In the minds of great managers, consistent poor performance is not primarily a matter of weakness, stupidity, disobedience, or disrespect. It is a matter of miscasting.
As a manager you're paid to be uncomfortable. If you're comfortable, it's a sure sign you're doing things wrong.
We ask sales managers what they would do if they had an extra hour in their week. They always say they would get out in the field and coach their reps. Yet, they don't.
Many managers feel, somewhat cynically, that people are being paid to do their jobs and that's that. This attitude reflects an insensitivity to people that is a trademark of many hockey-style managers.
People leave managers, not companies
I hit a grand slam off Ron Herbel and when his manager Herman Franks came out to get him, he was bringing Herbel's suitcase.
We have great managers who havent spent a day in management school. Do we have great surgeons that havent spent a day in surgical school?
Qualified software engineers, managers, marketers and salespeople in Silicon Valley can rack up dozens of high-paying, high-upside job offers any time they want, while national unemployment and underemployment is sky high
The responsibility will always go with the manager - you put out the team.
The NBA has a voice that's why they have a lockout. The NFL has a voice that's why they had a lockout. Boxing is the only sport that's individually represented the individual people - Managers, Promoters and Boxers.
Managers don't like giving appraisals, and employees don't like getting them. Perhaps they're not liked because both parties suspect what the evidence has proved for decades: Traditional performance appraisals don't work.
The strategies that managers employ are at least as important as the facilities at their disposal.