Quotes about Management

And that, in my opinion, is the first goal of leadership—namely, getting the very best out of the people in your organization, whether they have talent to spare or are spare on talent.

Drawing up plans such as these diagrams is the easy part. I did it thousands of times. Creating a successful organization with people who execute the plans at a level of Competitive Greatness—now, that's the challenge of leadership.

There are no big things, only an accumulation of many little things. Remove enough rivets and the wing falls off. However, it is up to you, the leader, to identify the correct rivets and determine how much attention each will be given. Do this correctly and your organization will survive flying through even the most turbulent competitive storm.

Even though worker capacity and motivation are destroyed when leaders choose power over productivity, it appears that bosses would rather be in control than have the organization work well.

In Yellowstone National Park, human-imposed stability thwarted for many years the natural process of small fires, which regularly clean out brush and dead trees. The result was a fragile equilibrium completely vulnerable to the cataclysm of fire that destroyed large areas of the park. The attempt to manage for stability and to enforce an unnatural equilibrium always leads to far-reaching destruction. The

If we don't control our calendar, our calendar will end up controlling us.

The leading cause of failure is mismanaged success. And the leading cause of success is well-managed failure.

Lack of planning is the cause of most failures.

By working faithfully eight hours a day, you may get to be a boss and work twelve hours a day.

The signs of outstanding leadership appear primarily among the followers. Are the followers reaching their potential? Are they learning? Serving? Do they achieve the required results? Do they change with grace? Manage conflict?

How can a person deal with anxiety? You might try what one fellow did. He worried so much that he decided to hire someone to do his worrying for him. He found a man who agreed to be his hired worrier for a salary of $200,000 per year. After the man accepted the job, his first question to his boss was, "Where are you going to get $200,000 per year?" To which the man responded, "That's your worry.

There was no real up-and-down structure, but merely a figure at the top and then everyone else scrambling for his attention. It wasn't task-based so much as response-oriented—whatever captured the boss's attention focused everybody's attention.