I believe one of the best things about managing people is that we can influence lives in a positive way. That's basically what a manager is about. When I can do that, I am very happy.
I think it is rewarding to manage, but it is not what I am passionate about. Managing more than 200 people, maybe 150 people, isn't fun to me and is not my skill set.
I no longer think that learning how to manage people, especially subordinates, is the most important for executives to learn. I am teaching above all else, how to manage oneself.
Empathy for the people you're working with and being aware of their needs...that's the "big kahuna" in managing people.
I figured managing people was obvious - I'd tell someone what they needed to do and they'd do what I wanted. It turns out that's not the case. It was frustrating at first.
A coach coaches. That's what he does. That's what he's good at. He's not managing people. He manages his players, but that's different.
You can't manage every footballer the same. Of course you'd love to, but it doesn't work like that. We're not robots.
You have to be able to psychologically help your players, support-wise, be in touch with them, so I think managing people is very important.
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.
Everybody must be managed. Queens must be managed. Kings must be managed, for men want managing almost as much as women, and that's saying a good deal.
