Giorgio Chiellini Quotes

I thought about possibly being in the front office, being on the management side of things like a GM one day.

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

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

Management interests me at some stage in my life, I have always said that. When that will be I really couldn't tell you.

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.

The skills I acquired in Southeastern Louisiana University, Thrifty Drugs, Pacific Mutual, along with knowing the history, behavior and local staff, helped make Golden Eagle a success story.

Look, you need technical skills to run a company.

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

Nobody knows how to be a CEO. It's something you have to learn. It's a very lonely job.

I have never seen myself as a promoter. I always evaluate myself as a manager.

Look first at management. That's the key to a company.

When I was getting my education, I fell in love with the writings of Peter Drucker. He was my hero. I had a naive belief that when I became a manager, it was going to be like Peter Drucker's books. That is, I was going to be the effective executive. I was going to talk to people about their goals. I was going to help them actualize.

I've never said I didn't want to manage a big team. I've never had that dream - that's different.

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

When I go into management, I want to do so with 100 per cent commitment.

I enjoy the challenge of being a head coach.

My idea is to become a manager one day.

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.

I joined 3G when I was 24, but I didn't really have much of a management role there. I became C.F.O. when we acquired Burger King, so that was my first time managing people. I had just turned 30.

I always wanted to work on the long term and help structure things. I wanted to be a sporting director.

Management is always part of the equation of making the company successful, so the quality of management always matters.

The best advice for a first time CEO is make sure you have built a strong technical founding team, and then launch!

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.

Eventually, I'd like to have some sort of role like a chief executive in a football club.

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.