World events do not occur by accident. They are made to happen, whether it is to do with national issues or commerce; and most of them are staged and managed by those who hold the purse strings.
It's something that has informed quite a lot of my comedy - that idea of someone who is always trying to get in there with the right crowd, always trying to be a certain type of person and never managing it.
When I came out here, my manager thought that casting directors might think I'm a girl, and when I did Threat Matrix, they thought Jamie was a little light.
I feel like I have reached the stage where I can no longer produce for my club, my manager, and my teammates.
I could go insane if I obsessed over every little detail of all of my companies. My management philosophy is to pay attention to the vital few and ignore the trivial many.
Game management is accomplished by staying constantly alert and then reading and reacting to potential problem situations before they materialize. It all boils down to paying attention to details.
There has been a tendency through the years for reason and moderation to prevail as long as things are going tolerably well or as long as our problems seem clear and finite and manageable.
I tell you, sir, the only safeguard of order and discipline in the modern world is a standardized worker with interchangeable parts. That would solve the entire problem of management.
Introverts listen better, they assess risks more carefully, they can be wiser managers. It's not for nothing that the Silicon Valley billionaires are so often the retiring types.
Pitchers really don't deal with the managers a whole lot. When we come in the clubhouse, we see him, we say, 'Hey.' That's really it.
The experts who managed the original Marshall Plan say Afghanistan needs a commitment of at least $5 to $10 billion over 5 to 10 years, coupled with occupation forces of 250,000 Allied soldiers to keep the peace throughout the country.
The first time I looked at Yammer, I thought I was on Facebook. Work is not a social network, with serendipitous communications and photo collections. Work is about managing tasks and responding to things quickly.
I've enjoyed my time in the game, whether it be managing Luton in the top flight, taking Spurs to Wembley or, as director of football, pinpointing players such as Jermain Defoe, Paul Robinson and Robbie Keane with real sell-on value.
I always thought that it's important to have other things, not just work, and I often even suggested my managers take some time off and come back fresh and ready to fight again.
Every time I sit with our general manager at a baseball game, and there's number-cruncher and statistician guy - I'm sitting around - they start talking about stuff, and I say, 'What's that? I've never heard of that one before.'
Well, any time you're faced with fame on that level, it's - it can be somewhat unnerving because you're never taught how to manage it and how to deal with it. So you're sort of left out there on your own, trying to navigate those waters for yourself.
Qualified software engineers, managers, marketers and salespeople in Silicon Valley can rack up dozens of high-paying, high-upside job offers any time they want, while national unemployment and underemployment is sky high.
Time management is probably the biggest thing I've had to learn to deal with being on the PGA Tour, whether it be media or figuring out how many weeks to play in a row. That's been the biggest adjustment, coming from amateur and college golf.
We must have the time to create strict rules so that property is not sold by Communist managers for a low price. They often get payments under the table to sell to the first bidder. This does not build public support for a market economy.
You've got to trust people. And because I am a control freak, sometimes that's difficult for me, because I want to micro-manage absolutely everything. I can't hand over. But I'm trying to do that more.
Journalist: How would you define your approach to management, apart from being brilliant? Brian Clough: Good lad.
