The days of the 'intuitive' manager are numbered.
Managers should understand there are some simple things they can do tomorrow that will make a big difference in their culture, but so few managers do them.
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.
These managers all know their onions and cut their cloth accordingly.
If that makes your lawyers or managers happy, well, good for them. You still have a lot to worry about.
The staff, stage managers, ushers all behaved as if they respected the actors.
Being a manager is about getting into the minds of the people you represent.
Most founders have not managed people before, and they certainly haven't managed managers.
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.
The inability to delegate is one of the biggest problems I see with managers at all levels.
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.
I'm not just trying to be a good game manager. I'm trying to be great.
Managers are agents of transformation, converting the workforce in developed countries from one of manual workers to one of highly educated knowledge workers.
Perhaps there really are managers who can outperform the market consistently - logic would suggest that they exist. But they are remarkably well-hidden.
Sales management is the most critical - and underappreciated - role in the sales force. Companies struggle to find something powerful to train sales managers on.
I had a terrible manager once who described my career as 'spiraling downward.
Empowerment is what managers do to people. Engagement is what managers do with people.
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
When results aren't good the manager gets the sack, that's the game.
If you have managers reporting to managers in a startup, you will fail.