The biggest change in the workplace of the future will be the widespread realization that having one idiot boss is a much higher risk than having many idiot clients.
I have never compared myself to my managers ... although I have made some big financial decisions on my own and decided on new investments, I have never involved myself in managerial decisions.
A molehill man is a pseudo-busy executive who comes to work at 9 a.m. and finds a molehill on his desk. He has until 5 p.m. to make this molehill into a mountain. An accomplished molehill man will often have his mountain finished before lunch.
Managers who are skilled communicators may also be good at covering up real problems.
Executives are like joggers. If you stop a jogger, he goes on running on the spot. If you drag an executive away from his business, he goes on running on the spot, pawing the ground, talking business.
Managers are people who do things right and leaders are people who do the right things.
Too many companies believe people are interchangeable. Truly gifted people never are. They have unique talents. Such people cannot be forced into roles they are not suited for, not should they be.
The first steps to becoming a really great manager are simply common sense; but common sense is not very common.
The attitude of disrespect that many executives have today for accurate reporting is a business disgrace. And auditors ... have done little on the positive side. Though auditors should regard the investing public as their client, they tend to kowtow instead to the managers who choose them and dole out their pay.
A good manager is a man who isn't worried about his own career but rather the careers of those who work for him. My advice: Don't worry about yourself. Take care of those who work for you and you'll float to greatness on their achievements.
I praise loudly, I blame softly.
I believe that you have to understand the economics of a business before you have a strategy, and you have to understand your strategy before you have a structure. If you get these in the wrong order, you will probably fail.
If you limit a company by its structure or by the people in the company, you will, by definition, limit the full potential of that business. It sounds basic, but a lot of companies don't follow the idea that the structure should be last and not first.
People are the lifeblood of any airline, and it is the people of BA who will deliver its future success.
I realised that if you want to change something, nine times out of ten you can change it more effectively from within.
At office-managerial level ... you do not read more than the first two sentences of any given report. You believe that anything which cannot be put into two sentences is not worth attending to.
Administrative purpose usually outruns the facts. Indeed the administrative official's ardor for facts usually begins when he wants to change the facts!
The salary of the chief executive of the large corporation is not a market award for achievement. It is frequently in the nature of a warm personal gesture by the individual to himself.
The CEO's role in raising a company's corporate IQ is to establish an atmosphere that promotes knowledge sharing and collaboration.
Every company has two organizational structures: The formal one is written on the charts; the other is the everyday relationships of the men and women in the organization.
It is practically impossible for a top management man, or even middle management, to be doing the degree and level of work that he should be doing and, at the same time, have a clean desk.
You can know a person by the kind of desk he keeps ... If the president of a company has a clean desk ... then it must be the executive vice president who is doing all the work.
The grab for a quick killing is the mark of the worst kind of leadership, for it places immediate profit above the long-term interest of the organization and can lead ultimately only to disaster.
You can't treat your people like an expense item.
Without an appropriate vision, a transformation effort can easily dissolve into a list of confusing, incompatible and time-consuming projects that go in the wrong direction or nowhere at all.
The real impediment to producing a higher-quality product more efficiently isn't the workers, union or nonunion, it's management.
I find that pain of a little censure, even when it is unfounded, is more acute than the pleasure of much praise.
The more time I spend with our people, the more I find out about our business.
Quality is not a program that can be simply imposed on an operation; instead it is a way of operating that permeates a business and the thinking of its employees.
The difference between a leader and a boss is the difference between good and bad management.
Business today is about making decisions amid ambiguity.
Big things and little things are my job. Middle level management can be delegated.
I'm not the manager because I'm always right, but I'm always right because I'm the manager.
Shifting toward management meant greater responsibility and influence, but it also meant giving up programming day-to-day in my role, which was hard because it took me out of my comfort zone.
If new ideas are the lifeblood of any thriving organization ... managers must learn to revere, not merely tolerate, the people who come up with the ideas.
I try to keep in touch with the details - you can't keep in touch with them all, but you've got to have a feel for what's going on.
Human resources are the greatest assets of any company. You can raise tariffs or prevent MNCs from entering, but one can't stop the employees from leaving if they are dissatisfied.
Generally, large companies are so inwardly directed that staff memorandums about growing bureaucracy get more attention than the dwindling competitive advantage of being big in the first place. David, who has a life, needn't use a slingshot. Goliath, who doesn't, is too busy reading office memos.
Show me a man who enjoys firing people and I'll show you a charlatan or sadist.
A chairman who never wanders about his agency becomes a hermit, out of touch with his staff.
In Japan, organizations and people in the organization are synonymous.
We have a technique at Hewlett-Packard for helping managers and supervisors know their people and understand the work their people are doing ... Management by Walking About.
The common wisdom is that ... managers have to learn to motivate people. Nonsense. Employees bring their own motivation.
You have a responsibility to shape the vision of a company, and you know whatever process you choose will determine ultimately the well-being of the organization.
Chief executives, who themselves own few shares of their companies, have no more feeling for the average stockholder than they do for baboons in Africa.
Surround yourself with the best people you can find, delegate authority, and don't interfere as long as the policy you've decided upon is being carried out.
Do not delegate an assignment and then attempt to manage it yourself - you will make an enemy of the overruled subordinate.
People ask the difference between a leader and a boss. ... The leader works in the open, and the boss in covert. The leader leads, and the boss drives.
Of all business activities, 99% are routine ... The entire 100% can be handled by managing the 1% of exceptions.
The priority in life is to keep an eye on the business and not to get lured into the high social life with groupie-type poseurs who wish to be seen with the new blue-eyed boy.
Get to know your people. What they do well, what they enjoy doing, what their weaknesses and strengths are, and what they want and need to get from their job.
One of the most important tasks of a manager is to eliminate his people's excuses for failure.
Topmanagement is supposed to be a tree full of owls ... hooting when management heads into the wrong part of the forest. I'm still unpersuaded they even know where the forest is.
Our philosophy is that management's role is simply to get the right people in the right places to do a job, and to encourage them to use their own inventiveness to accomplish the task at hand.
I want to begin with what I think is the most important factor: our respect for the individual. This is a simple concept, but in IBM it occupies a major portion of management time.
I don't like the word empowerment. I think the word we're really talking about is involvement ... We want everyone to have a say.
Insecure managers create complexity.
Not everyone is capable of being a CEO. It means you don't get to pal around with all your employees and that you leave the sorority/fraternity approach to life behind, and you take on a role that is, in some respects, lonely.
You have to surround yourself with people you trust, and people that are good. But they also have to be people who will tell the emperor you have no clothes.