I knew I'd never make it back to the major leagues as a player. Lee MacPhail came to me and asked if I wanted to manage the Yankees' Fort Lauderdale club. I thought about it for a day or two and decided to take the job. That was the turning point. I knew it was what I wanted to do.
You can tell if something feels special. But there are so many moving parts involved in making the song a hit. The radio has to deliver, the management has to deliver in terms of booking the right promotions... just being a good song isn't enough.
I was through as a manager. I did become involved late in the 1968 campaign at the national scene at the last minute. But I was through as a manager, and I've stayed through, incidentally.
Management cannot solve problems. Nor can it stir creativity of any sort. It can only manage what it is given. If asked to do more, it will deform whatever is put into its hands.
The first part of my life, as a player, has ended but now I'm heading into an equally important part as a manager, hoping to do as well as I did on the field.
Management manages by making decisions and by seeing that those decisions are implemented.
Managers are the basic and scarcest resource of any business enterprise.
If I told my wife I was going to become a manager she'd say 'sign this then. Don't worry it's only a divorce. Au revoir'.
The productivity of work is not the responsibility of the worker but of the manager.
Of course, it is not the employer who pays wages. He only handles the money. It is the product that pays wages and it is the management that arranges the production so that the product may pay the wages.
We, as individuals, must be responsible for our careers with the goal of reaching our highest potential. The job of a manager is to tap into that energy that's already there.
I had never been in charge of anything. I'd always worked for someone. I worked for a furniture warehouse. I did masonry. I always had a boss yelling at me. So I'd never been in charge of an organization.
Technical people tend to be more 'techie,' and management people are more 'managerial.'
Quality begins with the intent, which is fixed by management.
CEOs are also chief capital allocators. This is a point Warren Buffett has repeatedly made: that the role management plays in allocating capital across businesses and boosting returns on that capital is a critical yet poorly recognized one.
The spokesman at Newcastle, unfortunately, was mainly me. I had to manage the football club.
Of course, as manager, the selection of the team is very much one of the biggest responsibilities I personally take, but I come to that decision thanks to advice and support of the people around me.
If I want another job, I'll get one. I haven't set a date of when to stop managing.
I want to do some coaching, maybe a couple of days a week, and start building up slowly - find out my philosophy, how I like to play and things like that. I want to be a coach now and eventually I want to be a manager.
Being a boss has been one of the greatest privileges and challenges of my life.
One day I'll know what it's like to be a manager.
Managers are important: they are leading the company and guiding and have to provide vision and manage the daily business.
It is something I would like to do, to be a manager, but that's not assuming I will be. It's something that I can strive towards and see where it takes us.
I never wanted to give up my power. I wanted to be able to make my own decisions, so that's why I became involved in management, bottom line.
I've wanted to manage a long time and I've been moving in that direction.
