Mike Phelan Quotes

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.

Regarding managing people, I am lucky to be surrounded by good, smart friends, some of whom own their own companies or have worked in ones and can lend experience.

I would like to be a manager, to organize everything in training, see if my philosophy could work, and give it to the 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.

Few people would doubt that Mark Zuckerberg would build a great product. But I, at least, would never have expected him to become so great at hiring, motivating, managing, and ultimately getting whatever it is his company needs from people.

I put a lot of time and energy into studying the art of filmmaking, but I hadn't put a lot of energy or time into the art of learning how to manage people.

My job as a manager is to get the best out of your players. Sometimes you get it wrong, and you won't get the response that you want, but we all face that every single day.

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

I used to think business was 50 percent having the right people. Now I think it's 80 percent.

I think management is about just that - managing people via man-to-man skills.

If I have a really bad cook or a bad manager or bad sous-chef, I previously would have fired them or lost my temper. But now I realize that if I'm so right, then I should be able to communicate it so clearly that they get it.

Showing leadership doesn't mean every employee will run the organization; that would lead to chaos. Businesses do need someone to set the vision and then lead the team to it.

The most challenging part of being a boss is that nobody will tell you if your work is suffering.

It would be Goddamned easy to run this office if you didn’t have to deal with people.

My role at Lockheed Martin puts me in contact with extraordinary leaders in many fields - from science and engineering to philanthropy and government. And since we also work closely with our nation's armed forces, we tend to reflect a lot on leadership and how we can inspire successful teamwork, cooperation, and partnerships.

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

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

When you slide into television, no one tells you exactly how manage expectations and work with your staff.

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

Over the years I've learned that, to be a good manager, you need to have passion, and you need to have a strong character. Without those things, the job is very, very difficult.

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

Leadership is all about emotional intelligence. Management is taught, while leadership is experienced.

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.

To become a good coach, it is important to be equipped with tactics and strategy. But first of all, you need to have strong leadership.

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