Management And Leadership Quotes

“Remember There’s No Such Thing As An Unrealistic Goal – Just Unrealistic Time Frames”
― Donald Trump

“Bob Iger, Disney's chief operating officer, had to step in and do damage control. He was as sensible and solid as those around him were volatile. His background was in television; he had been president of the ABC network, which was acquired in 1996 by Disney. His reputation was as an corporate suit, and he excelled at deft management, but he also had a sharp eye for talent, a good-humored ability to understand people, and a quiet flair that he was secure enough to keep muted. Unlike Eisner and Jobs, he had a disciplined calm, which helped him deal with large egos." Steve did some grandstanding by announcing that he was ending talks with us, "Iger later recalled." We went into crisis mode and I developed some talking points to settle things down.”
― Walter Isaacson, Steve Jobs

“The first step out of the gate has to be knowing where you want to end up. What do you really want from your company?”
― Stan Slap

“If you are paying someone to motivate you (seriously), you should rather pay to a psychiatrist.”
― Anupam S Shlok

“If I could teach aspiring managers only one concept, without question I would pick accumulating personal credibility. Credibility is something we earn. How? It’s amassed by successfully accomplishing tasks we’re assigned or which we volunteer to perform.”
― Ronald Harris, Concepts of Managing: A Road Map for Avoiding Career Hazards

“Learn the value of introducing proposals over time using masterful technique.... Deliver the message when the listener isn’t rushed or in an emotionally charged state.... Don’t unnerve your boss by dropping a crisis in their lap last-minute when you’ve had some warning yourself.”
― Ronald Harris, Concepts of Managing: A Road Map for Avoiding Career Hazards

“...don’t confuse managing your interactions with your superior (i.e., planting seeds) with manipulating them.... if you gain approval to proceed with an initiative and things don’t go as planned, deliver bad news in person. This permits you to respond to questions, assess how the message is perceived, provide clarification, obtain any direction, and most importantly to provide your well-conceived plan to correct the situation”
― Ronald Harris, Concepts of Managing: A Road Map for Avoiding Career Hazards

“If we want to be irreplaceable, we have to do our very best to make sure our contribution exceeds our pay by as much as possible. Seeking to understand what explicit impact our boss values about us can be part of the equation.... we should carry out the intent of our position which encompasses performing the job we’ve been hired to do and not just the portion of it we enjoy doing”
― Ronald Harris, Concepts of Managing: A Road Map for Avoiding Career Hazards

“You don’t want to be in a situation where you can’t justify your compensation.”
― Ronald Harris, Concepts of Managing: A Road Map for Avoiding Career Hazards

“When your manager is conducting a meeting or conference call and presents an idea or goal, they’re looking for commitment to tackle the task. If you start listing all of the reasons why it won’t work or argue unimportant details, your boss will see your effort as adversarial. You become a roadblock preventing everyone in the group from moving forward.... If you have a small concern or issue you want heard, save it for a personal moment later.”
― Ronald Harris, Concepts of Managing: A Road Map for Avoiding Career Hazards

“When faced with difficult decisions, painstakingly analyze the situation. Do your homework and be careful not to understate or overstate the impact of pertinent conditions. This includes researching possible consequences and deciding if the department, division, and company can live with them.”
― Ronald Harris, Concepts of Managing: A Road Map for Avoiding Career Hazards

“If upper management wants an issue to go away, they’ll allow us the opportunity to fix it. If we have a reputation for rectifying difficulties, they’ll want us to continue these efforts.”
― Ronald Harris, Concepts of Managing: A Road Map for Avoiding Career Hazards

“If we don’t have all of the facts at hand, we still need to let the interested parties know that we’re on top of the research but that it will take time. When that information is gathered, inform them in an expedient manner. If employing the solution falls within our authority, implement it as soon as possible. If approval is required, document a request swiftly so any lag time won’t be attributed to our inattention.”
― Ronald Harris, Concepts of Managing: A Road Map for Avoiding Career Hazards

“Our job as leaders is to future proof our organization. This means you cannot be stationary as a leader. You must keep growing.”
― Janna Cachola

“Above all, leaders are talent coordinators. Find the talent, foster talent and fit the individual talent to create a dynamic team”
― Janna Cachola, Lead by choice, not by checks

“Although Levels 1 through 6 are available to us in virtually all of our joint choice-making situations, unfortunately we take on either Level 1 or Level 6 responsibility in the vast majority of cases.”
― Roger L. Martin, The Responsibility Virus: How Control Freaks, Shrinking Violets-and The Rest Of Us-can Harness The Power Of True Partnership

“The adaptability of our brain is remarkable. By simply adjusting our mindset, we can rewire our neural pathways, leading us to a more harmonious life-work balance.” - Marlene Gonzalez, Author of Brain Boost

“Your brain is an intricate maestro, orchestrating everything from your heartbeat to your decisions. It's pivotal in determining how you balance emotions with the demands of work and life.” - Marlene Gonzalez, Author of Brain Boost

“The brain's incredible ability for neuroplasticity reminds us that we can always learn, adapt, and find equilibrium in our work-life balance.” - Marlene Gonzalez, Author of Brain Boost

“While emotional intelligence and personality types offer insights into behavioral prowess, understanding how the brain functions adds depth, guiding us towards more effective leadership and a balanced life.” - Marlene Gonzalez, Author of Brain Boost

“Consider your brain as a trainable muscle. By nurturing it, you not only strengthen resilience against stress but also pave the way for a balanced life and work journey.” - Marlene Gonzalez, Author of Brain Boost”
― Marlene Gonzalez, Brain Boost: Developing Leaders Through Neuroplasticity

“We live in a world where people seem to be under-valued. That's not gonna happen in my team.
I'm a leader who'll tell you why and what makes you valuable here. I will show you, you are valued here.”
― Janna Cachola

“If you value high performamce, you must highly value people.”
― Janna Cachola, Lead by choice, not by checks

“You have got to be a role model for the culture you want to create.”
― Jim Collins Bill Lazier

“The skills required to be an effective manager are different from those that got you promoted.”
― Simon Birkenhead, Managing People

“Leadership is not a one-size-fits-all journey; it's about adapting to the unique needs of each situation and empowering others to thrive in their own way.”
― Abhysheq Shukla, Crosspaths Multitude to Success

“Questioning conventional wisdom is not a sign of weakness but a mark of a forward-thinking leader ready to adapt and thrive in the ever-evolving business landscape.”
― Abhysheq Shukla, KISS Life "Life is what you make it"

“Inclusion to me means participation. You can" include "people but bringing them along to participate is when individuals experience true inclusion. Our job as leaders is to find ways for each individual to participate”
― Janna Cachola

“Companies don't have a" talent shortage "they have a" development shortage ", the talent you need is within reach, you just need to develop them and/or create roles for them”
― Janna Cachola

“On the first run, two bombs landed within fifty yards of the target. We were shocked but still unbelieving. Someone else chose another target, and on this run the bombs made a direct hit! After three more runs, all with similar results, there was no doubt: all-weather bombing had arrived in the Marine Corps.
On that day, Dalby earned a chorus of supporters. The support was not, however, universal. In the audience was a brigadier general from Washington. After the demonstration, he examined the equipment and was repelled by its obvious tentative condition. He commented that it had no real combat application, that "rain would short out this maze of wires in nothing flat." I heard Dalby declare that he would "never let a general behind the scenes again until I have it packaged up like a box of candy.”
― Estate of V H. Krulak, First to Fight: An Inside View of the U.S. Marine Corps

“If we are not attracting, maintaining, or developing the new generation of workers we are also NOT attracting, not retaining and not growing the new generation of customers.”
― Janna Cachola

“As most managers never created a new business, how can you expect them to be innovative.”
― Gijs van Wulfen

“Unmanaged is one of those rare books that helps you see that the answers to your most pressing organizational problems are the opposite of what you thought they were.”
― Blair Enns, The Win Without Pitching Manifesto

“Chuck's prescription for expectation setting is (1) make sure you know what you expect, (2) make sure your people know what you expect, (3) have a way to measure it, and (4) manage to those expectations”
― Russ Laraway, When They Win, You Win: Being a Great Manager Is Simpler Than You Think