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Managers Quotes

Browse 1426 quotes about Managers.

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Managers Quotes

“The best bosses are committed to letting their workers work—whether on creative tasks such as inventing new products or on routine things such as assembling computers, making McDonald’s burgers, or flying planes. They take pride in being human shields, absorbing or deflecting heat from inside and outside the company, doing all manner of boring and silly tasks, and battling idiots and slights that make life harder than necessary on their people.”

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Author:Robert I. Sutton
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“We know from research (and common sense) that people who understand and manage their own and others’ emotions make better leaders. They are able to deal with stress, overcome obstacles, and inspire others to work toward collective goals. They manage conflict with less fallout and build stronger teams. And they are generally happier at work, too. But far too many managers lack basic self-awareness and social skills. They don’t recognize the impact of their own feelings and moods. They are less adaptable than they need to be in today’s fast-paced world. And they don’t demonstrate basic empathy for others: they don’t understand people’s needs, which means they are unable to meet those needs or inspire people to act. One of the reasons we see far too little emotional intelligence in the workplace is that we don’t hire for it. We hire for pedigree. We look for where someone went to school, high grades and test scores, technical skills, and certifications, not whether they build great teams or get along with others. And how smart we think someone is matters a lot, so we hire for intellect. Obviously we need smart, experienced people in our companies, but we also need people who are adept at dealing with change, understand and motivate others, and manage both positive and negative emotions to create an environment where everyone can be at their best.”

LeadershipWorkEmpathyEmotionsSelf AwarenessManagersLeadersEmotional IntelligenceEq
Author:Annie McKee
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“Mostly, in the restaurant business, [managers] are former cooks still capable of pinch-hitting in the kitchen, just as in hotels they are likely to be former clerks, and paid a salary of only about $400 a week. But everyone knows they have crossed over to the other side, which is, crudely put, corporate as opposed to human. Cooks want to prepare tasty meals, servers want to serve them graciously, but managers are there for only one reason--to make sure that money is made for some theoretical entity, the corporation, which exists far away in Chicago or New York, if a corporation can be said to have a physical existence at all.”

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Book:Nickel and Dimed: On (Not) Getting By in America
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“Unfortunately, the board of directors that the middle managers report to generally make them aggressive. Imagine being hired into a company and then being told that you have to ignore the emerging health and safety issues (This is illegal!) and not inform the workers that the system is known to be dangerous (This is illegal!). You have two options: To go to jail for illegal activities sometime in the future, or to lose your job now and have all your USA workplace rights removed for recognizing the illegal activities that your Directors want you to engage in. Welcome to the corporate America management team!”

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Author:Steven Magee
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“He strode briskly away, to do whatever it was the managers did. Have meetings, I guess. Make phone calls. It was hard for us on the technical side to understand why the company required so many managers. Engineers built things. Salespeople sold things. Even Human Resources I could understand, kind of. But managers proliferated despite performing very few identifiable functions.”

ManagersEngineersHuman ResourcesSalespeople
Book:Machine Man
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“Good bosses shield their employees from distress and distraction in diverse ways, whether behind the scenes or publicly. They work day after day to enhance their self-awareness; stay in tune with followers’ worries, hot buttons, and quirks; and foster a climate of comfort and safety. They also learn to identify which battles their people consider crucial to fight, and which they see as unimportant. When bosses can’t protect people—for example, from layoffs, pay cuts, or tough assignments—the best ones convey compassion, do small things to allay fears, and find ways to blunt negative consequences. Operating in this way helps bolster your people’s performance and well-being. And a nice by-product is that they will have your back, too.”

Self AwarenessWorkersProtectionManagersLeadersStaffBossesGood Bosses
Author:Robert I. Sutton
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“Competent managers are those who have gained insight into their darkside traits and have found ways to negate their debilitating effects on followers.”

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Book:Leadership: Enhancing the Lessons of Experience by Hughes Richard L. Ginnett Robert C. Gannett Robert C. (1998-10-15) Hardcover
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“If we agree that the education, employment and retirement continuum is no longer a linear “cradle to grave” construct, then several tools for managing this reality are increasingly proving redundant. Job descriptions used for hiring are one such example. Hiring managers often write these as a reflection of their own experiences, ignoring the fact that we are entering an era where the emphasis should be less on ready competence and more on transferable skills.”

EducationSkillsManagementEmploymentManagersRetirementCompetenceHiringExperiencesLinearRedundantTransferableJob Descriptions
Author:Gyan Nagpal
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“It’s unfair to see managers buying brand new cars for themselves when the salaries of their workers still remain unpaid! Good leaders are not selfish thinkers!”

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Book:Leaders' Watchwords
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“A manager must appreciate and understand the importance of every resource he has. There is a specific purpose for every resource. It is the duty of the manager to utilise the resources to the fullest in the most appropriate manner.”

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Book:No Parking. No Halt. Success Non Stop!
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“Investors are people with more money than time. Employees are people with more time than money. Entrepreneurs are simply the seductive go-betweens. Startups are business experiments performed with other people’s money. Marketing is like sex: only losers pay for it.” “Company culture is what goes without saying. There are no real rules, only laws. Success forgives all sins. People who leak to you, leak about you. Meritocracy is the propaganda we use to bless the charade. Greed and vanity are the twin engines of bourgeois society. Most managers are incompetent and maintain their jobs via inertia and politics. Lawsuits are merely expensive feints in a well-scripted conflict narrative between corporate entities. Capitalism is an amoral farce in which every player—investor, employee, entrepreneur, consumer—is complicit.”

SuccessManagersInvestorsStartupsEmployees
Book:Chaos Monkeys: Obscene Fortune and Random Failure in Silicon Valley
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“Joel Bakan, author of The Corporation: The Pathological Pursuit of Profit and Power argues that if corporations have 'person hood' under the law, then it makes sense to question what kind of people they are. He posits that corporations behave with all the classical signs of sociopathy: they are inherently amoral, they elevate their own interests above all others', and they disregard moral and sometimes legal limits on their behavior in pursuit of their own advancement. Organizations of this type would thrive under the leadership of people who have the same traits: sociopaths.”

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Book:Confessions of a Sociopath
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