Marco Silva Quotes

At the end of the day, you want to do what's best for your organization, present and future.

The essence of strategy is that you must set limits on what you're trying to accomplish.

Management is all about managing in the short term, while developing the plans for the long term.

You need to decide what problems, what opportunities, what projects you're going to work on.

Creativity is a highfalutin word for the work I have to do between now and Tuesday.

We need to make sure that the things we are already working on turn out to do the things we believe they can do and creating value both for the world and ultimately for Google.

But tending machinery was one thing; defining what we were trying to do and why we were doing it, and developing ways to measure how well the job was done - this was something else again.

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

The company without a strategy is willing to try anything.

Nowadays, business is all about productivity - and our folks produce.

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

We also have to ask if we focusing on the most important priorities.

It's a pretty intuitive process, picking the projects that I want to get involved with.

It's the whole big picture that we have to look at to create an organization that wins over the long term. And to just shoot from the hip on a decision based on winning over a 10-game period. No, that doesn't make sense.

A challenge always is good. Normal design does not come under the constraints of a small budget and time frame. But it has helped me to make quick and knowledgeable decisions.

A manager's job is simple. For one hundred sixty-two games you try not to screw up all that smart stuff your organization did last December.

Successful organizations, including the Military, have learned that the higher the risk, the more necessary it is to engage everyone's commitment and intelligence.

Give me the best ideas. Forget about the politics. I’ll worry about that after we know what the best program is.

Too often in business, only financial data is gathered - and then it is distributed only to management. Other key indicators that relate to performance areas also need to be tracked. Information on performance has to be made available to those people who can best use it - those doing the work.

I do think - the metaphor I always use - it's the role of intelligence community to stay down in the engine room and shovel that intelligence coal, and people on the bridge get to decide where to drive the ship and how fast and how to arrange all the deckchairs.

You don't have the chance in a small business - when every dollar counts, every day - to make too many mistakes and recover from them, and you don't have the luxury of waiting to make the decision. You have to move quickly.

I've always prided myself on doing what really was best for business.

We're always trying to evolve and find more efficient ways, more fluent ways to evaluate our players, evaluate our opponent and evaluate our prospects.

If the short-term decisions you make damage the long term, you should resist those. But there are many short-term decisions that you need to make to be a successful manager.

Management always has a big influence on your success, no matter how good or how bad the business is itself.