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Manager Quotes

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Manager Quotes

“Contrary to popular opinion, leadership is not a reserved position for a particular group of people who were elected or appointed, ordained or enthroned. Leadership is self-made, self-retained, self-inculcated and then exposed through a faithful, sincere and examplary life.”

“Self-leaders are still true leaders even if they have no known followers. True leaders inspire by the influence of their characters and general self-made brands. Leadership is defined by the virtues of one's behaviour.”

“Self-leaders do not look for followers because they are busily pursuing their influencial dreams that followers will trace and ask for. Followers look for influence and that can be obtained from self-leaders.”

“A young child is a leader to an elderly person once his purpose has a faithful, sincere and trustworthy influence on people. Leadership is not restricted to position and age; it is self-made and influencial. Everyone has this self-leadership quality.”

“You can be in your room and lead people. Just develop your potentials and publicize them and you will see people looking for your product. That is influence; self-made leaders do not look for followers. Followers look for them.”

“A true leader is still a leader even when he takes up servants' duty, provided he maintains a human face and added integrity to his self-retained qualities.”

“The concept of leadership is abused by people who think a person becomes a leader when he grows grey hair, put into a position and expected to function. Everyone has a leadership potential carried within in a specific area of his or purpose. Leadership is universal and built on trust.”

“A “self-leader” is the positively influence you have on yourself and on others without any influence with your titles and positions. You must be able to lead yourself before you can lead others.”

“A good manager instills staff with self-confidence, teaches them to believe in themselves and helps them to realise their brilliance. Do not ever treat your staff with disrespect. It is competent until proven incompetent; not incompetent til proven competent.”

“As a manager, I was able to put the USA workplace mental health system to the test. In each of three separate companies there was an employee that was displaying mental health issues and I reported this to the human resources department. The outcome: I was terminated every time. The conclusion: Reporting mental health issues in USA employees will lose you your job!”

“Do you enjoy your work? Are you happy to get out of bed each morning and dress for the office? If you answered ‘no’ to either of these questions, you are not alone. In a 2014 Conference Board survey, 52 per cent of Americans claimed to be unhappy at work and in a recent CIPD study 23 per cent of Britons claimed to be looking for a new job. In the same survey only about one-third claim to feel engaged with their work. You can see the effects of this in absence, stress and depression. In fact, you can see it in the rush hour in the tired and sad-looking faces of so many commuters. The majority of people I coach are unhappy or dissatisfied with their working lives. They describe their work in so many depressing ways – as ‘boring’, ‘tedious’, ‘mind-numbing’, ‘stressful’, ‘painful’ or even ‘scary’. I hear similar opinions as I travel the world from all types of people no matter what their background, education or choice of career.”

“Just like delegation, the act of navigating politics in an organization is slippery. The difference between a manager who knows what’s going on in an organization and one who is a purely politically driven slimeball is thin. But I would take either of those over some passive manager who lets the organization happen to him. Politically active managers are informed managers. They know when change is afoot and they know what action to take to best represent their organization in that change.”

“Facebook is worried about the growth paradox, which goes something like this: the end result of successful hacking is product, and that product needs to grow by building more things. The more you grow, the more things you have, and the more you need people whose job is simply to coordinate the increasingly interdependent building activities. These people, called managers, don’t create product. They create process.”

“In some cases, you can tell how somebody is being treated by their own boss from the way they are treating someone to whom they are a boss.”

“Discerning the difference between a dictator and a leader is quite easy. The former cannot help but see ‘leading’ and ‘serving’ as stark contradictions that by their very nature are utterly incompatible. The latter can’t tell the difference”

“Remember, managers are hubs of communication (see Chapter 12). The better they communicate across these sphere boundaries, the more people they can communicate with, and the more data they have. This consequently leads to better decision making. Ultimately, stronger communicators make better-informed decisions, and hopefully they are more successful because they waste less time wondering what to do.”

“Thinking outside of the box is unnecessary when there are no boxes in your imagination.”

“Authority confined in you does not make you a leader. It is the authority created by you that makes you influence people with your purpose.”

“Ballot papers do not define leaders. Leadership is defined by conviction, vision, passion and inspiration.”

“Everyone in the organizations is very important. From the sweeper to the security officer; from the messenger to the manager, everyone doing well at his post is a leader. The organization becomes a leading one when it’s made up of people leading in their roles.”

“My time as a middle manager was a decade spent in high altitude professional astronomy. I found myself in a ‘Piggy In The Middle’ situation. The management team wanted a well performing telescope that was free of issues and the people I was managing appeared lethargic! I later discovered through research that the high altitude exposures drain them of energy. The high altitude workers end up in a state of mal-acclimatization, where they are never acclimatized to the mountain and they are never acclimatized to sea level. After a decade working at high altitude, I was also lethargic! It was a relief to leave the field of professional astronomy. I spent the following decades characterizing the toxicity of professional astronomy and I discovered a new sickness called ‘Altitude Hypersensitivity’.”