Management Expertise Quotes

If I'm setting up a new business I'll spend three or four months learning everything there is about that business, everything there is about that subject and then I will find good people to run it on a day-to-day basis, but whilst they're running it at least I know what they're talking about when they come back to me.

The toughest thing about managing is knowing your personnel and what it can give you under all conditions.

Iraq is short on capital, short on electricity, and short on management expertise, but it does not lack economic enthusiasm.

Managers of hospitals over the years have been increasingly recruited from outside the health service, and although their experience of running a supermarket chain might allow them to balance the books, it does not mean they have any insight into how a ward should be managed and patients best served.

People have described me as a management bishop but I say to my critics, Jesus was a management expert too.

To operate a company of the size of Sears Holdings or Wal-Mart or Target or Home Depot or Lowe's, you need a combination of skills, and each of those skills needs to be sufficiently strong.

I would still consider myself in the elite group of managers. If it was me against someone else, I'd trust myself.

I like the fact that Donald Trump has been in the private sector. I like that he's had to make a payroll. I like that he's had to do projects.

If somebody's going on your board, and you're going to be C.E.O., it will help if that person knows how to be C.E.O., who has done it before.

Understanding how to be a good investor makes you a better business manager and vice versa.

If you can run one company, you can run another. Running companies are about inspiring and driving the best out of people.

As long-term business builders, we invest our permanent capital and deploy management skills in support of talented leaders and companies with global potential.

Often, M.B.A.s will parachute around from one company or industry to another, without really understanding what's behind it.

My expertise is running businesses.

I believe that I have the executive experience and the ideas and the proven record to fix things.

The prevailing - and foolish - attitude is that a good manager can be a good manager anywhere, with no special knowledge of the production process he's managing. A man with a financial background may know nothing about manufacturing shoes or cars, but he's put in charge anyway.

You look at Governor Romney's record in the private sector, he helped turn businesses around. Certainly a decade ago he took what would have been an international disaster with the U.S. Olympics, and turned it around for America and made us great again with the Olympics in Salt Lake City.

As far as I'm concerned, the first business leader who was able to establish a cult of personality around his tenure was Lee Iacocca.

If you can run one business well, you can run any business well.

We are very fortunate to have Matt Carter join the Apollo board. Matt brings deep management, operations, marketing and international business expertise to the company, along with a track record of growing and strengthening well-known consumer brands.

I had read everything Peter Drucker ever wrote.

Success in business is seldom owing to uncommon talents or original power which is untractable and self-willed, but to the greatest degree of commonplace capacity.

For years I have told my students that I been trying to train executives rather than clerks. The distinction between the two is parallel to the distinction previously made between understanding and knowledge. It is a mighty low executive who cannot hire several people with command of more knowledge than he has himself.

I've had experience in management and TV and hope to be able to lend some of that to TNA and maybe persuade some wrestlers to come in this direction because of the influence I've had on their careers in the past.