Management Quotes

When all is said and done, a lot more is said than done.
— Lou Holtz

No Comments » Posted by Administrator / Accountability and Action

Ultimately, e-learning will be most effective when it no longer feels like learning — when it’s simply a natural part of how people work: Today, people say, ‘I’m working,’ and what they’re doing is quickly answering emails and voice mails. They don’t say, ‘I’ve got the next two hours slotted for email.’ If you do things in small chunks, they become just another part of your job. We want learning to become just another part of people’s jobs. E-learning will be successful when it doesn’t have its own name.
— Tom Kelly

No Comments » Posted by Administrator / Learning and Training & Development

I don’t think people ever set out to fail. They’re new, they’re excited, they see themselves as successful, and those of us making the hiring decision also see them as successful. Then something happens. The potential goes unrealized, or the eagerness dissipates. I always ask myself, Was there something that I could have done to make this person successful? Was it a bad fit that I should have seen? Did I overestimate his or her readiness for taking on a new challenge? Was it poor communication? Did I provide enough resources? Enough time? Did the person know I was available?

All leaders need to ask themselves these questions. It doesn’t make firing someone less difficult. But it does force you to learn from the decision and to do a better job of setting the stage, getting the right match, communicating well, and removing other barriers to the success of people who report to you.
— Marsha Johnson Evans

No Comments » Posted by Administrator / Leadership and Management

Admit to yourself, “I am not indispensable.” Repeat over and over. Most people don’t want to admit this. Most people are wrong.
— Keith H. Hammonds

No Comments » Posted by Administrator / Observations and Perception

To build commitment, managers must communicate with employees; assess their capacity to engage in various initiatives; give honest feedback; develop their strengths; identify their ‘blind-spots’; make decisions; and most of all, value each person’s unique style and capabilities.
— Buckingham and Coffman

No Comments » Posted by Administrator / Leadership and Management

If you are not prepared to exhibit a constant level of energy, those around you will respond in kind.
— Brian Billick

No Comments » Posted by Administrator / Leadership and Personality / Behavior

In normal times, four boundaries limit the scope and nature of a company’s business: regulations, competition, customers’ attitudes, and the organization’s ability to change. In times of crisis, however, the boundaries often shift dramatically, and those shifting boundaries can become the means through which companies improve their competitive position.
— Dominic Barton, Roberto Newell, and Gregory Wilson

No Comments » Posted by Administrator / Competition and Strategy

Just-in-time inventory means just in time for the largest, most powerful member of the supply chain. Its suppliers are forced to carry more inventory so they can always perform to the big dog’s satisfaction. Working capital follows the same pattern: The most powerful player improves cash flow while its partners bear the brunt of long payment cycles.
— Andrew J. Lauter, president of the PSC Group LLC

No Comments » Posted by Administrator / Finance and Operations

The only way on earth to influence … [someone] is to talk about what he [she] wants and show him [her] how to get it.
— Dale Carnegie

No Comments » Posted by Administrator / Influence and Persuasion

The first constant in the job of management is to make human strength effective and human weaknesses irrelevant. That’s the purpose of any organization, the one thing an organization does that individuals can’t do better. The second constant is that managers are accountable for results, period. They are not being paid to be philosophers; they are not even being paid for their knowledge. They are paid for results. Management is not a branch of philosophy but a practice…and results are not quite as easy to define in an organization. The balance between short term and long term, for instance, will remain a constant challenge.
— Peter Drucker

No Comments » Posted by Administrator / Management and Organizational Behavior