David Moyes Quotes

That's the fun part of being CEO. You can actually say, 'Hey, this is what we should be spending our time on,' and people get it.

Leadership is working with goals and vision; management is working with objectives.

I used to think my job as a CEO meant managing metrics and meeting goals, but I've realised now that's it's about managing my board and employees.

I recognize we will pay more attention when we have different leadership.

I grew up in the IBM school of management.

Management is clearly different from leadership. Leadership is primarily a high-powered, right-brain activity. It's more of an art it's based on a philosophy. You have to ask the ultimate questions of life when you're dealing with personal leadership issues.

There's a conventional wisdom that says that strategic thinking is much more important than relationship building, which doesn't seem to be nearly as highly valued as it should be, based on what some of the leaders that I've spoken with have said to me.

What's increasingly clear is that when you are open to a discussion of leadership, and you're relating it to your company, it is much easier to get people to become open.

Very often, we think of leadership being at the very top of an organisation. I think what's unique about ABG is that we have a very strong cadre of leaders across the organisation who are highly empowered and therefore play a very major role in the growth and evolution of the organization.

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

Too many managers manage by what the postgame press conference is going to be.

A manager is responsible for the application and performance of knowledge.

Your ability to shape your future depends on how well you communicate where you want to be when you get there. When ideas are communicated effectively, people follow and change.

A C.E.O.'s job is leadership, problem solving, and team building. I've done that my whole career.

As leader of the effort of the Iraqi Survey Group, I spent most of my days not out in the field leading inspections. It's typically what you do at that level. I was trying to motivate, direct, find strategies.

As the BBC approaches the final phase of decisions about its future, it will be important for those involved to be established in post and ready to take responsibility for implementation of the outcome.

The signs of outstanding leadership appear primarily among the followers. Are the followers reaching their potential? Are they learning? Serving? Do they achieve the required results? Do they change with grace? Manage conflict?

When I was a CEO, the books on management that I read weren't very much help after the first few months on the job. They were all designed to give you directions on how not to screw up your company.

The most challenging part of being CEO is communicating to 200,000 people what you want done.

I describe management as arts, crafts and science. It is a practice that draws on arts, craft and science and there is a lot of craft - meaning experience - there is a certain amount of craft meaning insight, creativity and vision, and there is the use of science, technique or analysis.

Turning a culture around is very difficult to do because it's based on a series of many, many decisions, and the organization is framed by those decisions.

The manager has a short-range view; the leader has a long-range perspective.

Multiple mergers can be challenging because people come from different backgrounds.

Managers are important: they are leading the company and guiding and have to provide vision and manage the daily business.

It all sounds almost silly, but the fact is that the only way to change a corporate culture is to just change it.