Manuel Pellegrini Quotes

The whole purpose of annual reviews is to keep you abreast of whether or not you are fulfilling the requirements of tenure.

At the bare minimum, you need to be in your position for a year before you ask for a raise or title change.

Just because your ratings are bigger doesn't mean you're better.

I'm not in the type of work where you should rest.

There is no moment where you can rest and think: 'Wonderful, I have that job now. I'm going to spend five years here.' There's a constant judgment on your work that's very strongly related to what you are.

I enjoyed working at R.K.O. more than at M.G.M. At R.K.O., the parts were better!

The fact that somebody is reducing your salary is just telling me they're not satisfied with what you're doing.

Men and women want to do a good job, and if they are provided the proper environment, they will do so.

If you do your job properly you usually learn a lot from any role you do.

Know what your people are like, and make sure they do their jobs excellently.

For me the question was, do I want my paycheck to be dependent on how other people think I look?

I used to just take every job that seemed relatively appealing. But now I take a job and it's in the trades the next day - it feels like people are watching and waiting to see what you do, and when you do take a job, attention is noted.

When you want a raise, you're not only going in saying: 'I want more money.' You're going in and saying: 'Here's what I want out of my career. Here's what I accomplished. Here's what I said I was going to do. Here's what I've done. Not only do I deserve more money, but I want to get to here on my career.'

We will also have a more rigorous approach to professional development and managing unsatisfactory performance.

That's all you ever want - to do your job well enough that people on the other end are happy.

Once you stop thinking about the minutiae of what each part might mean for your career, you learn that if you do a good performance, it's going to be good for you. The work is what matters.

I have high expectations for the people who work for me. I figure that if they work really hard and do a good job on one of my campaigns or in my office, that experience will serve them well later on.

The difference in being a good soldier and actor is that in the Air Force, you see results, and our worth is defined by numbers. As an actor, your results are based on other people's opinions.

The biggest stress for me at New York Magazine was when I was a middle-of-the-pack editor, and I had no control over my own schedule.

Personal titles aren't something which motivate me.

I don't tend to go into any job thinking about the audience reaction.

Just like any other job, you want a raise you've got to put in the work and you've got to show that you're deserving and what you bring to the table and all kinds of other stuff to show that you're worthy of so and so pay scale.

I say you're only as good as the people you work for.

I try not to think about it as much when I'm working, it's more just doing my job, but I realize I have more of a responsibility than probably your everyday analyst.

My job is to hire the best and brightest employees and empower them to do their best work. As a manager, I am not a mind reader nor an expert at every job function. Therefore, it is incumbent on all hires to feel empowered to tell me what resources they need to do their job.