Linda Perry Quotes

A big part of the job of being a showrunner is, in my way of thinking, being a good communicator because there's really no other way to have hope for getting what you want, at the end of the day.

I've been in charge all my damn life, but executive producing is teamwork. You're involved with every aspect of the production, from casting to locations, everything.

Basically, managing is about influencing action. Managing is about helping organizations and units to get things done, which means action. Sometimes, managers manage actions directly. They fight fires. They manage projects. They negotiate contracts.

There are certain skills that business people have that are - that are, in fact, helpful in - when it comes to being in political leadership.

I make almost all the decisions on set and have to deal with all the financial aspects.

A director must be a policeman, a midwife, a psychoanalyst, a sycophant and a bastard.

In civil business; what first? Boldness; what second and third? boldness.

There is a lot to managing, and with almost four years under my belt, I believe I'm ready.

As an actor, I was often shielded from the big-picture decisions. But as a producer, I experience all the conversations where there's pushback or a difference of opinion.

My strengths, I think, are that I deal really well with people. I like people. I'm fascinated by how they work so I'm good at handling situations between departments on set or pre-production or post.

If I come in, and you're an employer, and I say, 'Well, I was a sniper in the Marine Corps. Do you have any sniper positions open?' 'No.' But if I told you that I was good at communication, good at leadership under stressful environments, team management, personnel management, leadership, being prompt, are stuff that I can bring to the table.

It's not everybody that can handle firing Denzel Washington or coming to blows and saying, 'This is what's happening because I said so.' Usually, it's the reverse.

I can sit in the boardroom and battle it out, step up and be a project manager, take risks, and put my ideas alongside anybody's.

I'm very tough. Come to a council meeting, and you'll see it.

Good management is the art of making problems so interesting and their solutions so constructive that everyone wants to get to work and deal with them.

I have a lot of common sense. I know what needs to be done and how to approach it. I have an ability to work with people on large enterprises.

A lot of what I do as a showrunner is anxiety control. People get nervous when they don't know what's going on, so a big part of my job is making sure everyone has all of the information all of the time.

I think the job of leadership is to expand what can be talked about and to get consensus on the nature of the problem, and that is most of the job. Because once you do that, once you have diagnosis, treatment options are obvious.

I haven't had vast amounts of ministerial experience - in fact, none at all. But I do have a lot of experience of people.

I would have strong opinions and be prepared to argue my case, but if you talk to my colleagues, I think you'd find they consider me the jokester, the informal mayor of the West Wing.

Leadership is working with goals and vision; management is working with objectives.

A boardroom is a collection of individuals, and individuals have varying motives, egos, agendas and qualifications. Sometimes the dynamics can go off track.

Directing, what little I know, is as much knowing when to step in as when to step out.

I describe management as arts, crafts and science. It is a practice that draws on arts, craft and science and there is a lot of craft - meaning experience - there is a certain amount of craft meaning insight, creativity and vision, and there is the use of science, technique or analysis.

You can't serve on every committee. But you can know what happened, what the debate was, who said what.