MANAGEMENT QUOTES by Geoffrey Moss

ABILITY

“It’s great to have ability, but a good manager has the ability to discover ability in others.”

ACCOUNTABILITY

“A good manager retains overall control whilst ensuring that each employee is made accountable for attaining specific objectives.”

“Delegate responsibility and authority to get things done. But always set an agreed time, and put a measurement clause in the deal.”

ACCOUNTING

“Productivity can be dampened down if the cost accountant is too zealous.”

“Bookkeepers should maintain the books; the accountant’s role is to analyse the financial records and recommend ways to increase revenue.”

ACHIEVEMENT

“Well done’ is better than ‘Well said!”

“People have a basic need to make a difference—they want to contribute. Help them to achieve.”

“People have a higher output when they have a say in setting the aims, the goals, the objectives of an organisation.”

“Managers are more committed to achieving results when they are allowed to run the business their way.”

ACTION

“When in doubt do something. Think and act. Don’t spend all your time analysing what you should be doing. Get lots of things going; see what’s successful, then concentrate on your successes. Success breeds success.”

ADMINISTRATION

“Bad administration can destroy good policy; but good administration can never save bad policy.”

ADVERTISING

“The best advertising is to give your customers a quality service.”

“If you have the best products you won’t need much advertising.”

AGGRESSIVENESS

“It’s better to be noticed because one is a little too aggressive, than to be forgotten because one is fast asleep.”

AGREEMENT

“A verbal contact isn’t worth the paper it’s written on! But in some countries that’s all you are going to get.”

AIM

“From time to time stop and ask yourself, ‘What am I really trying to achieve?’ ‘What is my aim?’”

ANGER

“Anger is one letter short of danger.”

“Never criticise in anger but criticise constructively for instruction.”

ASSUMPTIONS

“You get egg on your face if you assume too much.”

“The senior managers are the biggest problem—they assume too much!”

ATTITUDE

“Success is more attitude than aptitude.”

“Having the right attitude is sometimes more important than knowledge or skills.”

BALANCE

“Although we must keep control of our finances and especially our cash flow we must give equal priority to keeping together a sound, competent, dynamic and loyal staff. Loyalty must be earned and sustained!”

BENEFITS

“Today’s fringe benefits are tomorrow’s expectations.”

BUSINESS

“Drive your business or it will drive you.”

“Unless you lead a balanced life you won’t be good at business.”

BUYING

“The buying behavior of businesses can be heavily emotional with little place for logic and is influenced by such things as the business lunch and the dinner party.”

CAREER

“To advance your career exceed your bosses’ expectations, protect their reputations, and give them credit for your successes.”

“Nothing damages managers’ careers more than a casual comment that they have trouble making decisions.”

CAUTION

“Don’t learn safety rules simply by accident.”

CHALLENGE

“Challenge the team by giving them a clear understanding of what you expect them to deliver. Give them your vision and the values you want to see upheld.

“Nothing ventured, nothing gained!”

CHANGE

“Nothing endures except change.”

“Disregard those who say, ‘It’s been done before’ or ‘It can’t be done!’

All the more reason to do it again and do it better. Conditions change.”

“Success means growth and growth means change.”

“The time to change is when things are going well.”

“Organisations, like people, wax and then wane. The time to change is at the peak of success before the wane sets in.”

“Make changes early before they are forced upon you.”

“Reaching quickly to change is important to the success of a business.”

“Management is about making things happen and this means managing change.”

“Changes are seldom smooth. Powerful forces are at work to avoid change.”

“Workers who have done well under the old regime usually resent change.”

“People will accept change if they share your vision why change is necessary.”

“Because people support what they help to create get them involved in planning change.”

“Change can be an opportunity for people to contribute, learn and grow.”

“To change and to improve are not necessarily the same thing.”

“Aim to make all changes improve the organisation, the products, the services, the staff morale and the profits—nobody said it’s easy!”

CLIENTS

“Everyone has clients. All staff must know who their clients are, what they want, and what they expect from you.”

“Never criticise a person for keeping clients happy.”

COACHING

“Make sure your staff know what is expected of them. Arrange for systematic on-the-job coaching. New skills must be put into practice or staff become frustrated. Above all, build confidence!”

COMMITMENT

“The more you involve your sfaff in decisions the more commitment they will have to your organisation.”

COMMUNICATION

“Unless the manager knows what is going on at all times and unless the employees know what is expected of them, your organisation is in trouble!”

“A desk is a dangerous place from which to view your staff or clients. Get out of your office and mix with them.”

“There is no substitute for asking simple questions like ‘Why’, ‘When’ and ‘How much?’ Don’t give up until you have satisfactory answers.”

“You will please more people by listening to them than by talking to them.”

“The important thing is what people want to know not what you want to tell them!”

“Although the manager’s job is to make the hard decisions it is extremely important to obtain the honest views of as many people as possible.”

“Successful management is all about understanding people and getting them to share your vision.”

“For a company to prosper there must be an active dialogue between employees and management.”

“The manager’s job is to constantly draw together the various departmental strands of an operation.”

“To get the full support of employees, teams must be kept in the picture of developing situations.”

“Let everyone know what’s going on.”

“Keep all your staff fully informed about your finances, successes and troubles.”

“The faster an organization can react to stimulus the better. This means a good intelligence service and good internal communication without too many links in the chain between decisions and action.”

COMPETENCE

“Competence is a combination of knowledge, skills and attitudes and cannot be taught at a business school.”

“Today we expect our managers to do more than plan, organise and budget. We expect them to lead, empower staff, build teams, negotiate and have the ability to build alliances. Life is more demanding today.”

“Today’s managers must know how to write in precise language, how to speak on their feet and entertain an audience, and how to chair a successful meeting.”

COMPETITION

“Hard-nosed competition is the best assurance of a healthy business. Aim to exceed rivals in all facets of activity.”

COMPETITIVE ADVANTAGE

“If you don’t have a competitive advantage don’t compete.”

“To create competitive advantages, both management and staff must agree on goals. There must be a delegation of responsibilities, trust, confidence, accountability, feedback and support. Then base rewards upon improved results.”

COMPLIMENT

“A sincere compliment is one of the best ways to motivate staff, especially if paid in front of others.”

COMPROMISE

“The art of negotiation is to compromise, by showing people how to get what they want, while getting what you want.”

“Try to condition your people to avoid angry conflict. Teach them to accept compromise, to win some battles and to lose others—gracefully.”

“Never compromise deeply held principles—if you do, you will live to regret it!”

CONCLUSIONS

“Jumping to conclusions can be a bad exercise.”

CONFIDENCE

“When your confidence increases, your competence increases.”

CONFLICT

“A good manager doesn’t try to eliminate conflict but tries to keep it from wasting the energy of staff.”

CONSCIENCE

“A good business must have a conscience as well as an accountant.”

CONTROL

“Control should be no more than a simple feedback system, concerned with a comparison of actual with planned performance.”

COSTS

“Costs are usually higher than expected. They require scrupulous scrutiny and constant containment before they get out of hand.”

COST BENEFIT ANALYSIS

“Unless a cost benefit analysis fully evaluates both the social and the economic worth of a proposed project, it’s a waste of time.”

COURAGE

“If something unpleasant has to be done you must have the faith and the courage to do it. The longer you put it off the harder it becomes.”

“You won’t derive benefits from your virtues unless you possess the courage to practice them.”

CREATIVITY

“Creativity requires the freedom to doubt the worth of cherished practices.”

“The essence of the creative mind is to see the familiar as old-fashioned.”

“Managers cannot order staff to be creative, but they have to provide conditions where creativity can flourish.”

“Building a creative climate will ensure tomorrow is better than today.”

“The freedom to make mistakes, without blame, encourages creativity.”

“Creativity varies inversely to the number of people involved in decision making.”

CRISIS

“Respond to a crisis promptly. Troubles must be fixed quickly. Make fast decisions and keep your staff informed of developing situations.”

“A good manager recognises a crisis for what it is, and gives it the attention it deserves while maintaining a proper perspective and continuing with routine matters.”

“A crisis is a good test to see how managers and staff react.”

“After a crisis don’t look for scapegoats—look for ways to improve systems.”

CRITICISM

“To avoid criticism, say nothing, do nothing—be nothing.”

CUSTOMERS

“Modern management practices concentrate on improving performance. We should hear more about satisfying our customers and improving our marketing.”

“It’s the users of your products or services who will determine your success. Satisfy them and all will be well.”

“Customers tell more people about bad experiences than about good ones.”

“It’s the ability to deliver a consistently high quality service every time that brings customers back.”

“If customers don’t leave satisfied with the service and their purchases they won’t come back!”

“Make the time to talk to your customers about day-to-day affairs; they will tell you how you can give a better service.”

DECENTRALISATION

“Decentralise and delegate responsibility and authority so people can feel free to develop their potential.”
“Decentralise what you can, and centralise what you must.”

DECISIONS

“When making decisions don’t get paralysis through analysis.”

“Hard decisions must be taken at the sharp end of the business. This means concentrating on corporate business strategies, but never forgetting the customer—that’s where the profits are made!”

“The ideal number for a hard decision-making meeting is two—with one on holiday!”

“Soft decisions should be made early and as far down as possible in the organisation.”

“Staff most likely to be affected by a soft decision should be involved in making that decision.”

DELEGATION

“The ability to delegate is a mark of a good manager.”

“Tell people what you want done, by when, and leave them to it. You are still responsible for what you delegate but by giving them greater autonomy you will enrich their work and stimulate production.”

“Delegation means delegating responsibility, authority and accountability.”

“If you have a job that needs doing, delegate it to a busy person the others haven’t the time.”

“The ability to delegate is the key to management a good manager is a good delegator and a good facilitator.”

“The best managers pick good people to do what wants to be done, and have enough sense and restraint to keep from meddling while they do it.”

“If you feel unable to delegate you’ve probably got the wrong team about you.”

DEMAND

“Managers who are decisive, communicate well and focus on organisation goals rather than on their own objectives are in great demand. They are the ones who will achieve targets and get results.”

DIPLOMACY

“Diplomacy is the art of letting someone else get your way.”

DISAGREEMENTS

“Deal with minor disagreements quickly. A small leak can sink a great ship.

DISHONESTY

“Everyone has a duty to eliminate dishonesty. It should never be condoned because someone more senior is involved.”

DISTRIBUTORS

“Listen VERY carefully to what your distributors have to report.”

EMPOWERMENT

“Successful businesses organise downwards rather than upwards. They give people the power to carryout assigned tasks—to take ‘ownership’ of their job.”

“Find out what the staff think is holding your company back. Let them come up with some answers to the bottlenecks. Let them have a go at overcoming these problem areas. What have you got to lose?”

ENTHUSIASM

“A person with unlimited enthusiasm can succeed at most things, if their energy is channelled in the right direction.”

“One of the important jobs of a manager today is not to control people but to guide and excite them in their work.”

ENTREPRENEUR

“An entrepreneur is the innovator at the interface between assets and customers.”

“Entrepreneurial skills can be developed if managers are encouraged to run their own profit centres as they would their own businesses.”

EVALUATION

“You can improve a business by asking three simple questions. ‘What did we do right?’

‘What did we do wrong?’ ‘How can we improve next time?”

“Make a lifetime commitment to self-improvement by objectively and unemotionally evaluating all your actions. Keep asking yourself, ‘How could I have done better?”

EXCELLENCE

“Standards are set by the ‘norm’—there’s always a better way!”

“Aim in all activities, and at all times, to exceed the average and to achieve excellence!”

“Companies which set out to make employees the stars of the show and not the scapegoats are the ones that excel.”

EXCUSES

“The most profitless thing to make is an excuse.”

“One of the jobs of a manager is to eliminate staff excuses for failures.”

EXPECTATIONS

“Don’t put limits on your people and there will be no limits on your future.”

EXPERIENCE

“Experience is the name managers give to their mistakes.”

“There’s only one thing more painful than learning from experience, and that’s not learning from experience.”

“A company will not be successful unless its employees are allowed to make mistakes so they can learn from their experiences.”

EXPERT

“Beware of the expert! An expert is one who usually knows more and more about less and less.”

EXTROVERTS

“Your ‘up-front’ people should always be the extroverts.”

FAILURE

“In business an unexpected failure should be as much a warning as your first heart attack.”

“Failure is the path of least persistence.”

“People only fail when they give up.”

FAULTS

“The greatest of all faults is to imagine you have none.”

FEEDBACK

“Success depends on looking for feedback and acting on it by making continuous improvements.”

“Always make provision for feedback to ensure all teams are committed to agreed objectives and strategies.”

FINANCES

“If you deviate from your budget you must know why.”

“If you cannot tell whether you are deviating from your budget it’s time to dismiss your bookkeepers or change your financial measurement system.”

FIRING

“Firing people is a neglected art in most organisations. It is an unpleasant duty but it must be done from time to time for the good of the team and the good of the person.”

FLEXIBILITY

“Today both adaptability and flexibility are key words in the pursuit of success and profit.”

“Flexibility is good in principle, but many companies get into trouble by stretching things to the limit and should return to the core business.”

FORMULA

“Never adhere to an inflexible formula—always look for a better way to do things.”

“To rest on the laurels of a successful formula means the slow death of an organisation.”

FRANKNESS

“A company facing hard times must be open, fair and honest with its people.”

FUTURE

“It’s more important to ask, ‘What’s new?’ than ‘How’s business?’ ‘How’s business?’ is about the past, but ‘What’s new?’ is about the future.”

“Too many people try to predict the future based on the past. Try deciding what you want the future to hold, then create the ways to get it.”

GENEROSITY

“Be generous with others but severe with yourself.”

GOALS

“A goal is the end result of a plan and should be stated in terms that can be measured.”

“A goal can be likened to a journey. You need a map, a budget, a direction, a destination and a schedule—and you need to know when you have arrived.”

“If you don’t care where you are going, any road will get you there.”

GROWTH

“Once you learn what you can do best, master a new skill.”

GRUDGE

“The heaviest thing you can carry is a grudge.”

GUIDANCE

“People must have guidance in doing their work and know where to turn for help and support.”

“Guidance can become a continuing crutch—or coaching towards self-sufficiency.”

HIRING

“If you want effective results try hiring by the job NOT by the hour.”

HONESTY

“Managers who think they can go to the top and stay there without being strictly honest are cheating both their organisations and themselves.”

IDEALIST

“There is nothing like an idealistic leader to make a company successful.”

IDEAS

“There is nothing more exciting than a good idea.”

“Ideas won’t work unless you do.”

“Ideas need people who are doers, not talkers they need champions with zeal and passion, sustained by convictions and fortified by faith!”

“Never kill an idea, but look for alternative ways to make use of it.”

“New ideas never bloom in a conforming environment.”

IMAGE

“The best preparation for success is a strong positive self-image.”

“Successful experiences boost your self-image. Success breeds success!”

“Constantly think of yourself as the person you want to be—act and dress accordingly.”

IMAGINATION

“A lively imagination is one of the greatest attributes needed by a manager today.”

“Never kill imagination—encourage it to grow!”

IMPROVEMENTS

“Improvement always begins with ‘I.”

“Most things get done in small doses. Try to improve things one step at a time—it’s far better than constantly shooting for the moon.”

INCONSISTENCIES

“The manager’s challenge is to find the pathway through the inconsistencies.”

INNOVATION

“A business has three main functions—innovation, marketing and profit.”

“Innovation is a gamble—but so is standing still!”

“Innovation is the fuel of corporate survival. You innovate or die!”

“It takes courage to originate—not imitate.”

“Innovators invite controversy.”

“New ideas rarely germinate with people who are scared of making mistakes.”

“Innovation thrives on encouragement and dies with criticism.”

“Aim to go where you have never been before.”

INTEGRITY

“Good products and quality service are the things that keep the competition at bay. Therefore honesty and integrity should be your goal. They always win out in the end.”

INTERPERSONAL SKILLS

“Interpersonal skills are the currency of today.”

“The successful manager of the future will be the one who can persuade and get on with a wide range of people. The old tactics of ‘divide and rule’ are being replaced by partnerships.”

“The successful manager of the future will be the one who can persuade and get on with a wide range of people. The old tactics of ‘divide and rule’ are being replaced by partnerships.”

“With the trend towards flatter organisational structures and a focus on networking, interpersonal skills are now vital.”

INTUITION

“If you can’t trust your intuition you shouldn’t be a manager.”

JUSTICE

“Justice and fairness are essential in organisations. Everyone must be judged on performance, not on personality or whom they know.”

LAURELS

“Nothing is more crushing to your laurels than resting on them.”

LEADERSHIP

“The art of leadership consists in getting people to do what you want done because they want to do it.”

“Leadership is hard to define. What motivates people to better performance in some cultures may not work in others.”

“Managers must lead by good example.”

“The top manager must be a leader and be able to formulate policies so the organization knows where it is going.”

“Leaders are people who know where they want to go, and with enthusiasm, get up and go.”

“Leaders can be recognised because their people give superior performances.”

“Leadership is lifting people’s visions, raising their performance to higher levels and developing their personality beyond their expected limits.”

“A good leader is more than a good manager. A good manager is technically and tactically proficient. But a leader inspires and motivates people to go beyond what they thought they could accomplish.”

“High-performance organizations have moved beyond autocratic leadership styles into the cooperative approach where management and staff share their visions.”

“Good leaders face up to the music—even when they dislike the tune.”

LINKS

“Forge new links before the old ones start to rust.”

LISTENING

“Listening to clients and staff is one of a manager’s most important tasks.”

“You cannot listen if you are talking—and if you are talking you are not learning.”

“Many surveys show that bosses who listen are the most effective as well as the most popular.”

MANAGEMENT

“Management is all about dealing with people—picking the right people, encouraging them, delegating to them and occasionally having a frank talk with them.”

“Management is one of those things which one does, or talks about—but not both.”

“To manage you must know what business you are in—and know it well!”

“Successful management requires clarification of purpose, total commitment, and first class team work.”

“Good management is knowing how to involve your staff in team efforts and paying attention to details and standards.”

“The best way to manage is to work with experienced, imaginative and efficient people.”

“Find the best people you can; train them to your standards; involve them in planning; give them clear instructions and allow them to do the job their way, provided they meet the agreed standards and time limits.”

“Your management team must:

~Define your mission and your goals

~Help set realistic objectives

~Ensure these objectives are clearly understood and supported by your people

~Use modern communication systems to your advantage

~Ensure you get honest feedback from clients and staff

~Proceed within your budget.”

MANAGER

“To catch a fish you must listen to the river. To manage you must listen to your clients and your staff.”

“Today’s manager is a developer, a coach, a mentor and a team builder.”

“Where there is no need to inspire, motivate and control people there is no need for a manager.”

“Learn to manage yourself, then you are qualified to manage others.”

“A manager should not be bogged down by irrelevant matters. It’s essential to be able to distinguish the important from the insignificant.”

“A good manager thinks and speaks clearly, keep things simple and makes decisions confidently.”

“Managers must try to diminish their routine work and increase the time spent in inspiring and leading.”

“Managers must try to make themselves as competent as possible. If you think your management skills are up-to-date, you are out-of-date!”

“Play the part of the boss—‘an enthusiastic visionary’. Be positive, well dressed, well behaved, diplomatic, sympathetic. Play the role—look the part!”

MARKETING

“Marketing is the total system of business activities and implies the process of moving goods and services from producers to consumers. It involves all staff.”

“Identifying, meeting and exceeding the expectations of your customers is everyone’s job at all levels of the business.”

“Continuously market yourself, your ideas and your organisation.”

MISTAKES

“Inferior managers blame others for mistakes. Superior managers use mistakes for enrichment and learning.”

“A manager who never makes mistakes never makes anything.”

“Admit your mistakes. Your employees will respect you for your honesty.”

“If you must cry over split milk, try to condense it.”

“The best way to stop speculation in the media is to admit a mistake. Hard facts stop speculation.”

MORALE

“High staff morale is the life blood of a successful organisation.”

MOTIVATION

“To get the best out of people, create situations that they respond to, because they choose to.”

“It’s only through proper understanding of the hopes, fears, aspirations, disappointments and failures of people that a manager can decide how to motivate staff.”

“What motivates people? A pride in doing a good job; more responsibility; personal growth and development; and advancement and the recognition of achievements.”

“The key to motivation is to train and develop staff by giving them more responsibility, by recognizing their achievements publicly, and by rewarding their efforts.”

MOTTOS

“Be honest, fair, consistent, insistent and persistent!”

“Be first, be different, be daring!”

“Adopt, adapt and improve.”

“Innovate or evaporate”

“It is impossible to please everyone.”

“There is no such word as ‘Can’t’.”

“Good managers have humanity, humility and humour.”

NEGOTIATION

“Courtesy is a good introduction to negotiation.”

“Most people and organisations have their prices, which are negotiable.”

“Never negotiate out of fear, but never fear to negotiate.”

“If someone says ‘I will think about it’, they probably already have.”

OBJECTIVES

“Spread the discussion about plans and objectives as widely as possible to stimulate ideas and prevent mistakes.”

“Condense and distill objectives into clear and direct language so everyone knows what you are aiming to do.”

“Objectives are only hopes unless they clearly define realistic results that state what is to be achieved by when. They should be SMART—Specific, Measurable, Achievable, Realistic and completed within the agreed Time.”

“The objective of any business is not to provide work, or to write reports, or to attend meetings, but to produce goods and services to satisfied customers at a profit.”

OBJECTIVITY

“All managers need a sounding board—someone outside the organization to bounce ideas off, to confide in and to seek reassuarance from—someone who will give you honest and objective feedback and tell you what a fool you are!”

OBSOLESCENCE

“Companies, like people, sooner or later become obsolete—it’s inevitable.”

“Work towards making your products and services obsolete before someone else does.”

“Business is a discipline. When an organization stops questioning its activities, it declines and crumbles into obsolescence.”

OFFER

“In business never refuse the best offer.”

OPPORTUNITY

“Opportunity rarely knocks twice.”

“Opportunity is closest when everyone is against taking advantage of it.”

ORGANISATION

“For every task there should be one manager. Multiple bosses only cause confusion.”

“Authority to act should be delegated nearest to the point where the facts are known and the action takes place.”

“The organization should be as simple as possible. Lines of authority must be clear. Everyone in the organisation must know to whom they report and who is responsible to them.”

ORGANISATIONS

“Organisations are dynamic. If a job has been done the same way for the last few years take a close look at it—it could probably be done better.”

“Organisations must create conditions for their management teams to make the best use of their talent entrepreneurial skills.”

OVERHEADS

“Keep your overheads low—to the barest of essentials.”

PEOPLE

“Successful organisations achieve their targets by looking after their people. They realise each worker has unique hopes, fears, ambitions, problems and beliefs.

PERFORMANCE

“Many managers know what they should be doing but not how to do it.”

“Unless you have accurate ways to measure performance, it’s hard to gauge how effective employees are at achieving corporate goals.”

“Cheerfulness, confidence and a sense of achievement enhance job performance.”

PERFORMANCE APPRAISALS

“Performance appraisals can help build a strong team. They must be carried out regularly and honestly.”

“Appraisals are a waste of time and effort unless some form of counseling results from them.”

“Performance appraisals are the starting point to identify training needs.”

“Appraisals should end in mutual agreement. Finish by setting a date by which certain results should be evident.”

PERSISTENCE

“A quitter never wins; a winner never quits!”

PLANNING

“Minutes spent planning can save hours when it comes to execution.”

“The planning process is logical because it reflects the successive steps and conditions required to reach an objective. The strategic planning is the ‘what we will do’, the tactical plan is the ‘how we will do it’.”

“Your first step should be to make sure all your staff fully support the corporate vision.”

“A plan is not a static thing—it’s dynamic, and changes must be made to respond to a changing environment.”

“A good manager is constantly making environmental and political scans and identifying external changes.”

“The responsibility for the development plan belongs to the manager—not to a planning department.”

“Managers must be concerned with tomorrow. They must not live in the past but must plan for the future—today!”

“When planning it is important to define the mission, the objectives, and the strategies correctly and to get all the basic assumptions right at the start.”

“Good ideas don’t just happen once a year at planning time. By holding regular meetings, teams can identify the main issues. What’s happening out there? What changes do we need to make? What do we want to happen?”

“Good planning reduces the need to waste time on crises.”

POSITIVE

“Talk about the good news—don’t keep looking for bad news.”

PREPARATION

“If you fail to prepare properly, you prepare to fail”

PRESSURE

“People work best when challenged—but don’t overdo the pressure.”

PRIDE

“Swallowing your pride seldom leads to indigestion.”

PRINCIPLES

“Don’t keep searching for new management gurus and new gimmicks when you have proven basic principles to guide you.”

“If you believe in a principle, be firm and be prepared to stand up for it!”

“Managers often find it easier to fight for a principle than to live up to it.”

PRIORITIES

“Our first priority must be to help our organisation survive in a dynamic form.”

“Too many managers are busy doing the wrong things. Many do not think through their priorities. Often the important jobs are set aside in favour of enjoyable tasks.”

“Do not confuse urgency and importance.”

“Budget time to sort out your priorities—and stick to them!”

PROBLEMS

“Most people rush to find solutions before they know what the real problem is.”

“Problems can become opportunities when you bring the right teams together.”

PROCRASTINATION

“Procrastination is the thief of time.”

“One of these days is none of these days.”

“Often the energy taken to procrastinate exceeds the energy needed to do the job.”

“Learn to make decisions fast. A manager’s procrastination can reduce the productivity of the whole team.”

“Never put off to tomorrow anything that can be done today.”

“Indecision can be your worst mistake.”

“There is nothing more fatiguing than worrying about an uncompleted task.”

PRODUCTIVITY

“It’s only productive if it’s measurable and profitable.”

“Productivity is not an end in itself but one of the means to an end; and that end is customer satisfaction!”

“To increase productivity train better managers and have fewer of them.”

“Usually the best way to stimulate productivity is to change the way people work.”

“The greatest setback to productivity is the refusal of staff to accept a goal.”

PRODUCTS

“There’s a growing appetite for new products coming from consumer needs and expectations.”

PROFIT

“A profit is the main goal for commercial organisations.”

“Profit is not a dirty word. It is essential for the survival of the organisation, the workers and your job.”

“The worst crime against the workers, and the shareholders, is a company which fails to make a profit.”

“To make a profit keep overheads low. Practise thrift or things will drift.”

“You need to make enough profit to finance growth without diluting share values.”

PROGRESS

“Watch out if the going gets easy. You may be slipping down hill.”

PROMISES

“Don’t promise what you can’t be sure to deliver.”

“One thing you can give and still keep is your word.”

PROMOTION

“Being a university graduate may carry justifiable hopes of more rapid promotion but should never be a free pass for starting higher up the ladder.”

“Promote from within if possible. Try to find someone with a success record in any area and an appetite for the job.”

QUALITY

“Quality has more to do with people and their motivation than with equipment and conditions.”

“Take care, if you put your name on a product NEVER produce a faulty item!”

“Quality, like public relations, is everyone’s responsibility.”

“Standards will drop unless you refuse to accept anything but the best.”

QUESTIONS

“Without the right question you will never get the right answer.”

“It is surprising what a boss can learn by just listening and asking simple questions; Why do it that way? How much will it cost? Who does it better? What do you recommend?”

“You will never progress to be a top manager until you’ve learnt to ask the hard questions.”

“Good managers have two great attributes—they know how to ask questions which bring forth useful answers and they know how to remain silent when people talk.”

REALITY

“Face reality as it is today—not as it was yesterday.”

RECRUITMENT

“The key to good management is choosing and training the right staff.”

“You are only as good as your staff, so recruit the best people you can.”

“Aim to build teams with different skills—do not recruit clones.”

“When recruiting staff look for their weaknesses—will they be able to achieve in your organization? Ask them what they are proud to have done. Try to get a benchmark on how high they set their sights.”

“Select your staff with as much care as you would select a sports team to win the World Cup.”

“Look for young ambitious people with a sense of purpose.”

“When selecting staff, select hard-working, honest achievers and give them opportunities to excel.”

“Do not recruit people who are not team players.”

“Successful staff selection starts well before the interview.”

REDUNDANCY

“Shedding staff is a traumatic and difficult task. It should be handled with care and sensitivity because it can affect the morale of the remaining workers.”

“If you do your utmost to help people facing redundancy find alternative employment you will enhance your reputation as an employer.”

“In dealing with redundancies we must not only be fair but we must be seen to be fair.”

“People facing redundancy are often resilient and adaptable when they know the alternatives.”
REFLECTION

“Get back to reality by regularly budgeting time away from the hustle and the bustle of your job.”

“Schedule a daily time for relaxing, reflecting, planning and brainstorming.”

RELATIONSHIPS

“Staff pay more attention to what you do, than to what you say.”

“The successful manager never forgets the golden rule; Do unto others as you would have them do unto you.”

“Understanding other’s pain opens doors to their hearts.”

“People don’t care how much you know, until they know how much you care.”

“People go further than they thought they could, because someone else thought they could!”

“Never take your business relationships for granted.”

“Always try to keep your social and business relationships separate.”

REPETITION

“Don’t repeat what’s already done, unless you can do it better and cheaper.”

REPRIMAND

“Always try to end a reprimand with words of praise.”

REPUTATION

“Never go for short-term profits to the detriment of your long-term reputation.”

RESULTS

“Staff who produce good results will feel good about their organisation.”

“People remember a good job, but rarely how quickly you did it.”

RETAILING

“Retailers should greet and welcome customers. Show them what’s new and make them feel eager to return.”

REVIEWS

“Carry out your own performance reviews before top management bring in outsiders to do it for you.”

RISK

“If you wait for the waves to subside you may never have a swim in the sea.”

“There is little inspiration when you are comfortable in your job. Try taking a risk now and then.”

“First weigh up the consequences—then take the risk.”

RIVALRY

“Don’t worry because a rival copies you. As long as they follow in your tracks they cannot overtake you.”

“You can discover what your rivals fear most by seeing what they use to frighten you.”

SELF-INTEREST

“The world is governed by self-interests. Keep asking yourself, in all situations, ‘What’s in it for them?”

SELLING

“Good sellers spend most of their time establishing a rapport with their customers. The hard sell only comes later, as if doing them a favour.”

SERVICE

“Let your customers be the final arbiters. Guarantee complete satisfaction with all your products and services; then design a system to deliver these services.”

“Learn to respond to requests quickly, clearly and accurately.”

“Keep control of the communication load—try responding to all requests within 24 hours.”

“Today’s brutal competition favours the swift and the keen.”

SLANDER

“One who throws mud loses ground.”

STAFF

“The staff to value are the ones who will criticise, objectively and constructively.”

“One of your most important jobs will be to design job descriptions and to find the right people to match them.”

“Your results will depend on the quality of the team you recruit and train.”

“Excess ‘fat’ in the form of too many staff is not only a waste of money but it also reduces effectiveness.”

STANDARDS

“Strive for high standards of achievement at all times. At the same time strive to get work done as inexpensively as possible.”

STRATEGIC PLANNING

“Strategic planning should begin by asking, ‘What is the purpose of this organisation?”

“Strategic planning doesn’t predict the future but it does help you cope with future contingencies.”

“When planning try to identify future opportunities, possible threats and the consequences of those threats.”

STRESS

“Learn how to ‘switch off’ occasionally so you return to work fresh and creative.”

“People worry more about things they cannot see than what they can see.”

“One of the best ways to reduce stress is to get organized.”

STRUCTURES

“An organization must be structured to be alert, lean, flexible and intelligent.”

“Always agree on the objectives and strategies of an organization before redefining structures.”

“The ideal organization is one which makes it easy for people to work towards agreed objectives.”

SUCCESS

“There are four keys to success—tenacity of purpose, what you know, who you know and the necessary resources!”

“Successful businesses are the result of courageous decisions.”

“Success comes when you do things right, when you learn how to make the best use of your time and how to deal with people.”

“Self-worth isn’t built on one success—it’s built on setting many goals and reaching them.”

“Make sure your drive for money doesn’t cheat you out of less measurable forms of success.”

“Success is when you learn how to do all things well—the simple things, and the difficult things.”

“Sustained success is a matter of focusing on the important things and making little improvements each day.”

“Success comes from fulfilling people’s needs—and greeds.”

“Anyone can cut prices, but to be successful in business you need to make better products and give a better service—and that takes imagination and effort!”

SURVIVAL

“No organization can survive unless the people within it work together for its survival and success.”

“Failing to make a profit is the worst crime you can commit against the workers.”

TACTICS

“In business it is essential to change tactics often.”

TARGETS

“Try not to spend too much time and energy in negotiating production targets, at the expense of production.”

“Reward workers well for exceeding their targets.”

TASKS

“All employees should know what is expected of them. Define their tasks clearly and concisely, both orally and in writing. The discipline of putting things down on paper will clarify your own thoughts.”

“Try to fit the tasks to the people who are best equipped to do the jobs.”

TEAMS

“It’s hard to operate these days without teams.”

“Success or failure in business depends on whether people work together effectively in teams.”

“Work teams must be given specific responsibilities.”

“You will get greater synergy if you select teams of both men and women. They contribute different outlooks and skills.”

“Competition between teams can be a great stimulus.”

“Different tasks require different types of teams. Always analyse the work first.”

“Few companies are skilled at making teams work with other teams. Managers must work at bringing teams together to focus on single targets.”

“Small streams join to form mighty rivers.”

“You need to coach and encourage work teams just as you would a sports team.”

“The only way to judge a team is by performance.”

“There’s plenty of room for individual effort—if it’s part of a team effort!”

“In this era of teamwork, people with the emotional maturity to leave their egos at home are winning the top jobs.”

“Teams should meet frequently to review progress and urgently if they have to change plans.”

TECHNOLOGY

“Before technology things didn’t work—but people did.”

“Today’s science is tomorrow’s technology.”

TIME

“The scarcest resource you will have as a manager is your own time—and patience.”

“There’s one thing you can’t recycle and that’s wasted time.”

“Time is of the essence—but it’s not found in long coffee breaks.”

“Our time is irreplaceable—once gone it’s gone forever.”

“To cope with the job you can work longer hours, you can work more efficiently or you can do only the important jobs, and delegate the rest.”

“Devote your time to the critical issues. Pay attention to the matters of importance.”

“For peace of mind, ration your time.”

“To get things done do only one thing at a time, and do it as well as your time permits.”

“Aim to get work done in the shortest possible time—without the loss of quality.”

“At the beginning there was much to do. But by whittling away, the tasks became few.”

“Use the ‘divide and conquer’ method to get big jobs done. Break them into easy ‘bites’ and commit yourself by setting deadlines for their completion.”

“People work best when they are given deadlines.”

“Waste no time in vain regrets.”

TRAINING

“Experience is the best teacher, but today, time and technology must be taken into account!”

“Training should be to inspire action rather than fill with knowledge.”

“Successful managers should accept full responsibility for training future managers. Without this commitment the training is unlikely to receive the priority it deserves.”

“Managers and supervisors should be involved in planning training. Without their full support, encouragement and follow-up, expensive training can be wasted.”

“Managers should monitor training carefully to see how effective it is. What’s the impact on job performance and staff morale?”

“Training should include creative and lateral thinking—linked to real business situations.”

“Train people in several skills, and move them about within the organization. Multi-skilling makes an organization more flexible and gives people more job satisfaction.”

TRAVEL

“Experienced travelers have the lightest bags.”

“When travelling take half as many clothes as you think you will need and twice as much money.”

“Never forget that travelling time is expensive time. Make full use of the telephone and don’t overlook the advantages of teleconferencing.”

“When travelling always carry your appointment diary and essential telephone numbers to make the most of every business opportunity. Use a laptop computer to complete your report before returning to base.”

TRUST

“Mutual trust between managers and employees is essential to get a high output of quality work.”

TURMOIL

“Constant turmoil in an organization destroys staff morale.”

VISION

“Vision without skills is day-dreaming.”

“A manager with vision is often worth more to a company than a manager with skills.”

“A self-managed team, with a shared vision, can be very effective for accomplishing complex tasks.”

WORK

“Try to work smarter NOT harder.”

“Smart work is the yeast that raises the dough.”

“People must always understand clearly what is expected of them.”

“Good work should always be recognized—publicly! Poor work deserves constructive criticism—privately!”

“People should be given the chance to show they can accept greater responsibilities.”

“People should be encouraged to improve themselves.”

“People should work in a safe and healthful environment.”

“No matter how fairly people are treated, and no matter how pleasant their working conditions, they do not really do their best until they have the freedom to show what they are capable of doing.”

“Staff need to feel their job is leading somewhere.”

ZEALOTS

“Don’t get overwhelmed by the enthusiasm of zealots. Learn to make balanced judgements after considering all the facts.”

Labels: edit post
1 Response

Post a Comment

  • Clock