Neil Warnock Quotes

Every manager must be prepared to face every situation.

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.

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

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

Rotary provides training at all levels so that those who have been selected for leadership positions have the opportunity to learn and apply leadership principles to their jobs.

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

A CEO needs to build their own team.

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.

The Leadership Training Institute of America is a cultural think tank providing training and opportunity in leadership development and cultural dynamics.

I fell in love with the topic of leadership. For three decades, that has been a major focus of my hands-on work: listening to and working with leaders, their teams and their organizations.

I know how to make decisions, and I know how to lead.

It is difficult for every manager, I think, in the first year.

I think it's very important, I think for any leader as you go through a career you have to learn the leadership lessons.

I think every manager is different in their own way.

I had the best teacher there can be in man management or managing a football club.

For me to be as effective as possible, I intend to sharpen those skills I need to successfully lead an organization that is growing in size and complexity with each passing year.

I walked in and inherited a management group that I didn't know very well. They didn't know me, and we had a very short window to put together a credible recovery plan.

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.

The one thing I have learned as a CEO is that leadership at various levels is vastly different. When I was leading a function or a business, there were certain demands and requirements to be a leader. As you move up the organization, the requirements for leading that organization don't grow vertically; they grow exponentially.

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.

Managing is a tough job. When you're young, you just think it's a natural progression - I'm good at this, so I'm going to be good at that - and it's not that way at all.

Most leadership strategies are doomed to failure from the outset.

Success in management requires learning as fast as the world is changing.

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 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?