Pete Holmes Quotes

If I have a really bad cook or a bad manager or bad sous-chef, I previously would have fired them or lost my temper. But now I realize that if I'm so right, then I should be able to communicate it so clearly that they get it.

My job as a manager is to get the best out of your players. Sometimes you get it wrong, and you won't get the response that you want, but we all face that every single day.

A CEO needs to build their own team.

I think management is about just that - managing people via man-to-man skills.

Regarding managing people, I am lucky to be surrounded by good, smart friends, some of whom own their own companies or have worked in ones and can lend experience.

I went into coaching never worrying about what I was coaching for other than trying to make sure that I can prepare my team, select my team, have an amazing staff around me.

Managing people is no different wherever you are.

But the art of management has not changed. The art of it is still 80 to 90 per cent man-management. It is just a matter of getting the best out of what you have got.

I put a lot of time and energy into studying the art of filmmaking, but I hadn't put a lot of energy or time into the art of learning how to manage people.

I would like to be a manager, to organize everything in training, see if my philosophy could work, and give it to the team.

I'm not aggressive by nature and it was tough for me to make the transition to directing.

Being a manager is about getting into the minds of the people you represent.

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

As leader of the effort of the Iraqi Survey Group, I spent most of my days not out in the field leading inspections. It's typically what you do at that level. I was trying to motivate, direct, find strategies.

I learned this early on in the variety business: You've got to give folks responsibility, you've got to trust them, and then you've got to check on them.

The signs of outstanding leadership appear primarily among the followers. Are the followers reaching their potential? Are they learning? Serving? Do they achieve the required results? Do they change with grace? Manage conflict?

If I look myself as a manager, I have lot more to learn.

I've been told I'm a good midcareer manager.

Usually people who are in my position, they run a company and they hire people and then they take the credit for it.

Sometimes managers are a little shy to criticize another manager or another operation.

My style is to keep folks in place who are good managers and want to win.

In any leadership position, you're always going to be disappointing somebody.

When I finally got a management position, I found out how hard it is to lead and manage people.

I never thought I was a very good manager.

I think directors should be confident in their leadership capabilities. I think directors should be confident in what they want to do.