Star performers are my favorite to manage and lead. Star performers are critical to any organization, and the key is how can you capture their heart-share and their mind-share when they're on this fast track.
Bureaucrats behave very differently than a private-sector manager because their motivations are different. Permanent bureaucrats, no matter how senior, worry about their next job.
So, when I got the contract for my album, even though it was an English record, my manager insisted on making sure we would record in Spanish as well, and it worked out really well for me.
If you pick the right people and give them the opportunity to spread their wings and put compensation as a carrier behind it you almost don't have to manage them.
Throughout my career I have been pretty successful, I've played for some pretty big teams, represented my country quite a few times, and played for managers without sentiment.
I've been in just about every situation as a player and coach and manager. I've been in the playoffs, World Series, and I know how to get there.
As a leader, you need to care deeply, deeply about your people while not worrying or really even caring about what they think about you. Managing by trying to be liked is the path to ruin.
All these child stars grow up and they're knockin' over banks and getting prostitutes. I'm, like, one of the only people I know that has managed to dodge all of that negative crap.
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.
No one respects the umpire's job more than I do; but, if I were a manager, I would probably be ejected three or four times a season fighting for my team.
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.
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.
