Marne Levine Quotes

I think management is about just that - managing people via man-to-man skills.

Over the years I've learned that, to be a good manager, you need to have passion, and you need to have a strong character. Without those things, the job is very, very difficult.

Relational skills are the most important abilities in leadership.

Being a manager is about getting into the minds of the people you represent.

A CEO needs to build their own team.

I don't put together cars, I put together people.

I don't read many business books. I read good fiction. Business is about people, so my favorite business books are anything by Dickens.

To be a good leader, you have to be a good communicator. As a leader, you have to communicate your intent every chance you get, and if you fail to do that, you will pay the consequences.

One of my strengths is connecting with the players.

Being a manager is kneading people.

Leadership is all about emotional intelligence. Management is taught, while leadership is experienced.

I've run a very successful business, and I think I can also run a very successful team.

Leadership is about persuasion, presentation and people skills.

In order to lead people, you have to get to know them.

Even as an 18-year-old, I had to grow comfortable with my leadership style, which is that I was really impatient with under-motivated people - extremely impatient, to the point where I was counterproductive as a manager of underproductive people. And that hasn't really changed. If people need to be motivated, I'm no good.

The most important single ingredient in the formula of success is knowing how to get along with people.

If I look myself as a manager, I have lot more to learn.

The key to being a good manager is keeping the people who hate me away from those who are still undecided.

As a whole, the managers today are different in temperament. Most have very good communication skills and are more understanding of the umpire's job. That doesn't mean they are better managers. It just means that I perceive today's managers a bit differently.

When I finally got a management position, I found out how hard it is to lead and manage people.

I suppose leadership at one time meant muscles; but today it means getting along with people.

In running Wilson Sonsini, it's all people-to-people skills. Those people-to-people skills translate into diplomatic skills.

If I have a really bad cook or a bad manager or bad sous-chef, I previously would have fired them or lost my temper. But now I realize that if I'm so right, then I should be able to communicate it so clearly that they get it.

I’m an executive now. I have to be a bigger leader, more responsible leader, more careful about how I say things….

When you consider how many people are really not good at communication in general and interviewing in specific, it's no wonder that many companies struggle to build high-quality partnerships - or even staffs.