I'm not the manager because I'm always right, but I'm always right because I'm the manager.
It was Grant's company and he made all the decisions. And that was just fine.
I never had the slightest desire to be a major league manager, and all knew it. But Ban Johnson, Bob Hedges, and Jimmy McAleer persuaded me that the Browns were in a sort of a jam, and it was up to me, as an old standby, to do what I could.
Acting requires emotional flexibility and demands, and directing is more cerebral and managerial and a tactical kind of thing.
I think directing and writing are very different jobs. Obviously, directing is a more social and managerial job. The other thing about directing is that it's a very, very pragmatic job, and writing isn't.
Everyone wants to be loved and liked - but you can't be as a manager.
A manager's task is to make the strengths of people effective and their weakness irrelevant - and that applies fully as much to the manager's boss as it applies to the manager's subordinates.
I want to be a manager, it wouldn't scare me, but I also think you could be sacked in six months and you'd have to take the kids back to school with your tail between your legs.
The manager picks the team and the team has got to go out and do its best.
The most important role of managers is to create environment in which people are passionately dedicated to winning in marketplace.
You do hear a lot about 'player power,' but I'm one of those who believes the manager is there to take control, to be in charge.
Managers are responsible for setting workplace policies under which teachers can succeed. Managers are responsible for negotiating contracts that create the conditions under which teachers can succeed.
Over the past several years, I've been more in a managerial role.
My boyfriend and I haven't taken a vacation in years. Usually, when we travel, I have to play. It's not really a vacation even if we do fun stuff to do because I'm always running around sound-checking and taking care of business stuff. And he is my manager, so he is taking care of more business stuff than I am.
I haven't wanted to portray a manager since Paul E. Dangerously was with the Samoan Swat Team in 1989. I've always wanted to do some different presentation in that role. I don't consider myself a manager - I'm an advocate, and I truly believe that that is the description for the role that I play.
I'm not at Manchester United to keep everyone happy.
It can be lonely as a manager out there. You are on the field, yes, but you are not really on the field with them. Yet I have to share with my players my experiences and my knowledge.
My job is to hire the best and brightest employees and empower them to do their best work. As a manager, I am not a mind reader nor an expert at every job function. Therefore, it is incumbent on all hires to feel empowered to tell me what resources they need to do their job.
I'm slowly becoming a convert to the principle that you can't motivate people to do things, you can only demotivate them. The primary job of the manager is not to empower but to remove obstacles.
If you want me to rule out ever being Manchester United manager, I can't. Special clubs need special managers, so in theory it could work.
An executive is one who makes an immediate decision and is sometimes right
I will certainly continue in football in a different role. I will continue with my contractual, publicity and managerial commitments and finish my studies for coaching.
When I left Bradford and got a phone call from Dave Parnaby asking 'did I want to come back in?', I was delighted to accept. The whole buzz at the club at the moment is great for someone like me who is still learning and wanting to hopefully go into management in my own right at some point.
My first pet at home in Edinburgh was a dog my dad had called Glen. He was a small sheepdog and went with my dad every day to work as manager of a cooking centre, which made the children's lunches for schools.
To be a manager requires more than a title, a big office, and other outward symbols of rank. It requires competence and performance of a high order.
