Don't be a time manager, be a priority manager.
As a manager, you need to have your own vision and what you want to do with the team.
When you're managing a large number of people, you learn that incentives matter tremendously. You really want people to be rewarded for doing the right thing for the customers and the organization.
If the short-term decisions you make damage the long term, you should resist those. But there are many short-term decisions that you need to make to be a successful manager.
The great secret of good management is to be more alert to prevent a man's going wrong than eager to punish him for it.
You can't run a €10 million business the way you run a €1 million business.
If I hire a coach, he's the coach and will run what he knows and is comfortable with. Will it be part of the process? Absolutely. But I am not going to interfere that way as the president.
A well-managed business will have a high return on invested capital. But that's a consequence. It's not a way to manage a business.
We have a strategic plan. It's called 'doing things'.
Planning means looking ahead.
Great companies have to manage the cadence of what they do.
Indeed, better risk management may be the only truly necessary element of success in banking.
I think as a manager you want to manage at the highest level possible and international management is one of those higher levels.
The bottom line is that it's better to run a workforce on security than insecurity.
Self-delusion is rarely a good strategy for effective management.
To keep your job, you fire others or bench them or trade them. You have to do the thinking for 25 guys, and you can't be too close to any of them.
There's always room for quality players in a team. The trick as a manager is to figure out how to bring the best out of your team.
Make sure you are the boss. I don't think I would encourage executives that work for me to blog. There can be only 1 public vision for an organization.
You can't just can't simply replace head coaches and say, 'Now it's going to be better.'
Management is all about managing in the short term, while developing the plans for the long term.
Strategy is a pattern in a stream of decisions
The management question, therefore, is not whether to build a pilot system and throw it away. You will do that. Hence plan to throw one away; you will, anyhow.
I fired a lot of senior people myself and I think the key, when you feel compelled to remove a senior official, is essentially to have all your ducks in a row at the beginning. Have everybody understand what the rationale was.
The key to good management is keeping the guys on your team who hate your guts away from the guys who haven't made up their minds.
Changing things from the top down works when things are stable.
