Erskine Bowles Quotes

Time management is a big part of the director's job.

Clearly in my mind, I have two distinct positions - owner and manager. So I am open to reviewing my performance as a manager as any other person in Sun Pharma.

Every leader needs to clearly explain the top three things the organization is working on. If you can't, then you're not leading well.

Management, at every level, is about the effort to frame challenges, define end states, and allocate resources to navigate between them.

Effective leadership is putting first things first. Effective management is discipline, carrying it out.

Leadership means forming a team and working toward common objectives that are tied to time, metrics, and resources.

No business can succeed in any great degree without being properly organized.

In my opinion, the most important thing in governance is management control.

My job is not to make decisions but to set stretch objectives and help our managers work out how to reach them.

We know Donald Trump wants to hit his goals ahead of time, and under budget.

Creativity is messy and inefficient. But corporate governance needs to be tight and organized.

The execution of strategy is over to the captain and coach, as it always has been. It's the right way to go. We need clear role allocations, the coach and the captain go and execute and my job is to plan for the future.

Team and individual goals are great, but not understanding how we achieve those goals and the work it's going to take to achieve those goals, if you don't understand that process, then it doesn't matter.

I have learned lessons in America about how you go about things, and what I know is that you find the best people, empower them, give them the resources, and hold them accountable.

I am good at conceptualizing and building institutions.

Many corporate leaders and employees have the right intentions, but it can be overwhelming when you consider how everything is affected from leadership styles, to organizational structure, to employee engagement, to customer service an marketplace.

Management manages by making decisions and by seeing that those decisions are implemented.

The first myth of management is that it exists. The second myth of management is that success equals skill.

In a company, hundreds of decisions get made, but objectives and goals are thin.

Priorities are the yearly goals that I'm most interested in achieving, then they become operationalized through weekly goals.

There is no real magic to being a good leader. But at the end of every week, you have to spend your time around the things that are really important: setting priorities, measuring outcomes, and rewarding them.

We design our own programmes; we take leadership. Of course the donors come in to support us, to complement our efforts. Our responsibility to the donors is about accountability: about how we use that money. If somebody gives you his money, definitely he will be interested in knowing how you spend the money.

If you're going to be successful, you better have a goal, you better find really good people, better understand where all the money's coming from. And you better measure the living daylights out of it.

The difference between management and administration (which is what bureaucrats used to do exclusively) is the difference between choice and rigidity.

In many respects, we really are trying to not run the Social Office like a business, but we do have a strategy. We do have a mission. We are trying to standardize certain things so that our time is not spent on, you know, picking flowers or linens, that we've got standards.