Managerial Accountability Quotes

We must work to establish a 'fiduciary society,' where manager/agents entrusted with managing other people's money are required - by federal statute - to place front and center the interests of the owners they are duty-bound to serve.

In the '70s and '80s, what private equity did is it changed corporate America. It started holding companies accountable, and for the first time managers started thinking like owners.

Everything is the director's fault - you can quote me on that. There are no excuses.

Instead of fostering the kind of dialogue in the boardroom that has in part contributed to our success, the board has inappropriately chosen to silence my concerns through termination as an executive officer.

There is a simple way of avoiding excess risk-taking by the managers of our financial institutions. It is to make it a crime ... had a crime for reckless management of a financial institution been on the books, Northern Rock and RBS would not have blown up.

I always got on well with Roberto Mancini and never had a problem with him. Every manager has their own way of working, tactics, and style of play. As a player, you do what the manager says. There are misunderstandings, but generally, everything was fine under Mancini.

The manager is a servant. His master is the institution he manages and his first responsibility must therefore be to it.

As players, you can't decide who manages the club.

How can I ask people who work for me to travel cheaply if I am traveling in luxury?

There is always pressure on managers at whatever stage of a season because we want to be winning games and we want to be winning football matches.

Wenger has been Arsenal's coach for 15 years but he hasn't won even a Carling Cup for six years. Benitez hasn't won a league title in six years but they continue to keep him as Liverpool's coach. This is not the Italian mentality. To stay here I must continue winning and do well.

Managers tend to blame their turnover problems on everything under the sun, while ignoring the crux of the matter: people don't leave jobs; they leave managers.

The worker is not the problem. The problem is at the top! Management!

The big players historically hold a lot of influence at Chelsea and while I would never doubt their attempts to win matches for the club, their levels undoubtedly change depending on how they feel about a manager at the time. They're either having him or they're not, and once they're not it spells borrowed time for the guy in charge.

It's easier to change the manager than all the players. It's never easy to choose who should be in the dugout.

That is the difference from being a manager and being a player: As a player, if you sign a contract for four years, if you want to be there for four years, you are. But as a manager, it always depends on the sack. You are always under pressure.

After more than 30 years in the dugout I have come to realise there is a need at many clubs for someone who can act as a link between managers and owners.

Too many leaders act as if the sheep... their people... are there for the benefit of the shepherd, not that the shepherd has responsibility for the sheep.

To be honest, when a manger is sacked, for me it's also the responsibility of the players. We have to take responsibility for it - it's not only the manager and the staff.

You, as a manager, are judged on results and not on the work you do and the performance of the team. Imagine paying a guy a huge amount of money and then judging him not on the things he can control, but on those he can't.

I always like to refer managers in corporate America as the renters of the corporate assets, not the owners.

If you don't want responsibility, don't sit in the big chair. To be successful, you must accept full responsibility

There is no opposition between efficiency and justice; on the contrary, an institution run by those who actually do the work is likely to be more effective than one run by interchangeable exploiters who often lack any specific expertise in what they are supposedly managing.

The remarkable thing about management is that a manager can go on for years making mistakes that nobody is aware of, which means that management can be a kind of a con job.