Top Management Quotes

Leadership starts at the top.

Management is, above all, a practice where art, science, and craft meet

As a company grows, things get stuck at the top. It can be a bottleneck.

In a corporation, there can only be one guy in the end: the CEO.

We tend to think of the mind of an organization residing in the CEO and the organization's top managers, perhaps with the help of outside consultants that they call in. But that is not really how an organization thinks.

Managing innovation will increasingly become a challenge to management, and especially to top management, and a touchstone of its competence.

Women like myself, CEOs, can pave the way for more women to get to the top.

The only beef Enron employees have with top management is that management did not inform employees of the collapse in time to allow them to get in on the swindle. If Enron executives had shouted, "Head for the hills!" the employees might have had time to sucker other Americans into buying wildly over-inflated Enron stock. Just because your boss is a criminal doesn't make you a hero.

One of the big failures for the big auto companies is that even the CEO and the top management often don't understand design and manufacturing. As a CEO, you have to make decisions; you need to have knowledge.

In the managerial organization, the top people sit in judgment; in the innovative organization it is their job to encourage ideas, no matter how unripe or crude.

The leader is the organization's top strategist... systematically envisioning the future and specifically mapping out how to get there.

You're at your best when you don't know what you're doing.

I know the bottom of the Justice Department, and I know the top.

I have the most important person in the company behind me, and that's the president.

They say it's lonely at the top. It must be even lonelier at the tippy top.

Frankly, it can be lonely at the top when it comes to driving diversity.

Management is efficiency in climbing the ladder of success

Unlike top management at Enron, exemplary leaders reward dissent. They encourage it. They understand that, whatever momentary discomfort they experience as a result of being told they might be wrong, it is more than offset by the fact that the information will help them make better decisions.

When a company seeks a new chief executive officer, or a university a new vice-chancellor, enormous trouble is taken to find the best person.

It does you no good to see the number two or number three man in the corporation-you have to get through to number one.

In most cases being a good boss means hiring talented people and then getting out of their way.

The culture or environment of a company starts from the top. The leadership. The leadership of a company sends a message to its employees of what is tolerated and what is not.

I think you either have to have a very strong decisive person at the top or else a really brilliant staff command.

The biggest barriers to strategic renewal are almost always top management's unexamined beliefs.

The worker is not the problem. The problem is at the top! Management!