My mother is my manager and so knows exactly what I do and so on.
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.
To many managers, getting rid of the arrogant, undisciplined, over-paid, technology-obsessed, improperly-dressed etc. programmers would appear to be a significant added benefit
There's a manager (Billy Martin) I could play for.
I have really good managers and agents who are very selective in what they send me.
If that makes your lawyers or managers happy, well, good for them. You still have a lot to worry about.
We certainly have at present the dismal situation that the most imaginative men are directed by a group, the top managers, who are among the least.
Because we weren't having success finding a CEO, our investors insisted that we hire these managers a temporary CEO and CFO. That didn't go great.
But I like to think that a lot of managers and executives trying to solve problems miss the forest for the trees by forgetting to look at their people -- not at how much more they can get from their people or how they can more effectively manage their people. I think they need to look a little more closely at what it's like for their people to come to work there every day.
Most founders have not managed people before, and they certainly haven't managed managers.
Who is his manager? Milton Bradley.
Managers maintain an efficient status quo while leaders attack the status quo to create something new.
People leave managers, not companies
Disruptive technology is a theory. It says this will happen and this is why; it's a statement of cause and effect. In our teaching we have so exalted the virtues of data-driven decision making that in many ways we condemn managers only to be able to take action after the data is clear and the game is over. In many ways a good theory is more accurate than data. It allows you to see into the future more clearly.
Being a manager is about getting into the minds of the people you represent.
I'm open to any collabos if the price is right, just hit up my manager.
We are long-term players in the industry. We're not just crazy and emotional. We try to be logical business managers.
Accountants are in the past, managers are in the present, and leaders are in the future.
I don't take investment advice from wealth managers. I have grown several businesses from scratch and amassed many millions from my publishing empire - why would I take advice from someone who has never experienced that?
The managers at fault periodically report on the lesson they have learned from the latest disappointment. They then usually seek out future lessons.