Stuart Pearce Quotes

But the art of management has not changed. The art of it is still 80 to 90 per cent man-management. It is just a matter of getting the best out of what you have got.

A CEO needs to build their own team.

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

And I'd say one of the great lessons I've learned over the past couple of decades, from a management perspective, is that really when you come down to it, it really is all about people and all about leadership.

In managers, I look for people who can get things done through other people. The most important thing for a good manager is that the people on his team feel like he or she has integrity.

Management is nothing more than motivating other people.

I can lead my team.

I think I can run a team pretty well.

Being a manager is kneading people.

I don't like to talk too much about differences between managers.

Having the ability to relate to people is such an important part of management and leadership.

As a goalkeeper you need to be good at organising the people in front of you and motivating them. You need to see what's going on and react to the threats. Just like a good manager in business.

The secret of successful managing is to keep the five guys who hate you away from the four guys who haven't made up their minds.

Most management systems have to do with establishing trust and getting people to cooperate. They're not really about expertise or science.

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

That's why I never became a director. I never had patience with people.

The secret to success is good leadership, and good leadership is all about making the lives of your team members or workers better.

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

I'm not really a management-type person. It doesn't suit my personality to be bossing people around.

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

Reading a book about management isn't going to make you a good manager any more than a book about guitar will make you a good guitarist, but it can get you thinking about the most important concepts.

At AT&T, I learned an awful lot about people, and how important it is to have the right people in the right jobs. And when I say 'right people,' I'm not talking about their college degree or work history; I'm talking about things like bearing - How does this person interact with other people? Can he or she talk to you and not tick you off?

I'm not a great boss because I don't like to tell other people what to do.

Good leaders make people's strengths effective and their weaknesses irrelevant.

I can't be a manager, because I think it's too tough managing 30 players thinking in different ways.