Dilip Shanghvi Quotes

I would love to be a general manager just for the challenge.

I've never seen myself as a manager. As a manager, you have to put all your time into the job, and that would be difficult for me.

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.

I'm actually developing a project so that I can have a lead.

I'm a natural management guy. I had forgotten that. And I forgot how much I hate it.

Good management has helped me find much of the success I've got.

I'm really more of an executive.

Coaching was something I've never had much interest in. I've always been a big-picture guy, like a manager has to be.

I'm very confident in my own ability as a manager.

I enjoy the challenge of being a head coach.

I think if you want to be a successful president or a manager of a team, you need to understand what the business is all about because you have to deal with the business side of the game to be able to do what you need to do.

One thing that will never change as a manager is that there is so much game stuff and management stuff to deal with that you want good information.

Every manager has his own ideas and different ways of doing things.

There are people who are better managers than I am. I aspire to be a really good manager, but it's not my natural personality to do the same thing for 14 hours a day. I have a lot of different interests. I really like product and strategy and business strategy, and I think I'm not bad at it.

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.

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

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

In recent years, more and more of my time has become absorbed by administrative work for the research council of ETH-Z of which I am presently the president.

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

A CEO needs to build their own team.

I've got an opinion on everything, so I should go into management.

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 think in any organization you want your manager to have a strong opinion. You don't want them to just say, 'Yes, sir' to things they don't believe in.

The role of leadership is to transform the complex situation into small pieces and prioritize them.