managers

Managers can use power, money or certain circumstances to achieve short-term results. However, motivation is crucial for achieving long-term results.

Motivating employees to work at their full potential is the main premise of successful management.

Leaders are passionate about the Purpose, while Managers need to be passionate about the Results!

It's hard for managers to consider different perspectives if they never ask people what they think.

People with power do not regulate their behavior as much. They become egocentric and preoccupied with their own self-interest, which eclipses their awareness of the interests of others.

_golf was no longer the most interesting sport to the corporate czars because they found playing with natural balls much more satisfying.

Managers and leaders cause most of the organizational confusion and frustration by not doing their jobs _ their real jobs.

Academically brilliant persons usually make excellent managers and bureaucrats as they can efficiently implement the vision of the government or world leaders by following the prescribed methods. However, they may prove to be poor leaders, for they may not have taken the pain to understand the world on their own, and hence, cannot contribute any new thought or line of action to tackle new problems.

People with power listen less carefully, and have difficulty taking into account what others already know.

Convincing a leader of the value of front-line ideas alone is rarely enough for that person to overcome years of entrenched bad habits and to change his management style.

As managers rise up the hierarchy, a host of situational forces come to bear on them which can easily undermine their respect for the people on the front lines, and hence cause them to disregard the value in front-line ideas.

If we agree that the education, employment and retirement continuum is no longer a linear __radle to grave_ construct, then several tools for managing this reality are increasingly proving redundant. Job descriptions used for hiring are one such example. Hiring managers often write these as a reflection of their own experiences, ignoring the fact that we are entering an era where the emphasis should be less on ready competence and more on transferable skills.

One of my astronomy managers used to tell me that liquid nitrogen was harmless and was just liquid air. He would pour it onto his bare hands to demonstrate how safe he thought it was. I was later to realize that incompetence was a feature of high altitude astronomy.

USA corporations are legally regulated by laws which their managers know are rarely enforced. This criminal activity is what the USA government calls: Deregulation.