The manager has a short-range view; the leader has a long-range perspective.
As a manager, everyone is clambering for you to do something. It comes from the media, the fans, the board and even your own staff sometimes. The strongest thing can be to do nothing and remind the players of the simplicity of the format. The players have taken ownership of that.
Allison Janney’s character in ‘The West Wing’ was so rocking! I am a huge fan of Mary Louis Parker and her character in ‘Weeds.’ My manager says, ‘you have to grow into yourself, Allison’ because all the characters I want to play are, like, 39.
I moved here in 1997. It’s 20 years later, and I finally feel like I’m in this business. I feel like I could call my manager if I wanted to set up a meeting to pitch something and actually get it done, based on my history and the work I’ve done. I can’t say that I felt that way five years ago.
The biggest thing you can have as a football manager is happiness and energy.
Since we travel a lot as a team, I spend a lot of time on a plane where I like to play ‘Football Manager.’ I have been a soccer fan since I was 5 years old, so to be able to manage soccer teams is a lot of fun.
I used to work at this store, and I got fired when I actually booked the job on ‘Glee’ because I had to go film ‘Glee.’ I was a dancer on ‘Glee.’ My manager was like, ‘Umm this isn’t gonna work, so you can come get your last check this week.’
If I can be a role model, or if I can maybe make another manager play a young player coming through rather than buy a player, that’s incredible.
A manager is not a person who can do the work better than his men; he is a person who can get his men to do the work better than he can.
I think that the best training a top manager can be engaged in is management by example.
Your job as a baseball player is to come to the park ready to play every day, and the manager, it’s his job to make those decisions about who plays.
I have always regrets about selling anything of Reed Hastings because he’s really a good manager and a great capitalist.
Being an NBA general manager really is a lot of pressure. There’s so much that goes into the job.
But especially if you have the wrong people within your circle. Truthfully, at the end of the day, no one cares about you in this business whether they are your agent or your manager or your publicist.
Sometimes it looks like the board and the chairman are the worst enemy of the manager and the coaching staff, the football versus the financial side.
Friends of friends had bands in college or in their early 20s and had a moment where they had some kind of interest from a record label or manager. It’s always interesting how people handle those decisions and those moments.
It is down to the manager what he wants to do in the transfer window. Us as players, we just have to focus on each game that comes along and try and do our best.
An investor doesn’t have a prayer of picking a manager that can deliver true alpha.
Whenever something good comes up that sounds like I could be part of the project, my manager and my agents send me in on it.
I randomly went to a casting session in my hometown in North Carolina, and the casting director introduced me to my manager. I really lucked into it!
Newcastle was tough – the manager who’d signed me, Bobby Robson, got sacked three games into the season, so a new manager arrived, and I ended up going on loan again, to Aston Villa.
My agent and manager would sternly tell me exactly the number of projects that we’ve turned down at this point. But, I think it’s really important to do the right thing next.
The players make the manager, it’s never the other way.
After I was fired from Disney, I did some of the worst movies ever made and I got professionally involved with a manager who said it didn’t matter what you did as long as you kept working. I wound up completely broke.
I really didn’t know If I wanted to pursue the Olympics for wrestling. I didn’t know what to do with my life. So, I prayed about it. My manager called me a few weeks later and asked if I wanted to fight. I agreed to give it a shot, and I went out and got knocked out.
I had the option of building a career in the U.S. Many of my friends who went at the time did not come back, but for me, building the family business and being with family was worth it. I became a general manager within four months, as I used my education to improve productivity and output.
When you – when you become the manager of a major league team, particularly the Dodgers, to me, that’s a privilege and an honor. No matter where you go or what you do, you represent that position that you have. And you represent that organization that gave you the opportunity to be doing what you’re doing.
I had a job lined up as an assistant brand manager at Playtex, at age 23, all lined up. But my father had an offer to be acquired by DDB in 1978. He said, ‘I’d really like you to come into the business for a year.’
My first manager, Suzanne DeWalt, saw a play I was in. She was invited by the director Joan Scheckel, who was my first real acting teacher. Joan was also good friends with my friend Susie Landau Finch, who had first encouraged me to consider acting, so that’s how I began studying.
I was a VP of marketing, I was regional sales manager in fashion, and marketing director in communications and product development. I was always a corporate Fortune 500 girl.
I am a bigger-picture manager because I’ve lived through something that’s a big picture.
The true measure of the value of any business leader and manager is performance.
I am never going to be manager of Barcelona or Arsenal because I am so identified with Tottenham and Espanyol.
I’m not a great manager; I try to be a great leader. And for me, that’s been going through a process of not how to be a great CEO but how to be a great Evan, and that’s really been the challenge.
To be a manager, you’ve got to gamble. Be brave, be bold, but be humble in everything that you do, and from the kit man to the physio to your best player to your youngest player, make sure you treat everybody the same.
Mourinho is a fantastic manager, intelligent, clever. He is OK.
I’m the type of manager who doesn’t really like the word ‘manage.’ Nor do I really like the word ‘boss.’ I like to look at myself as more as a leader.
Any manager can do well in an expanding market.
I survived in high school by working at Kentucky Fried Chicken and made my way up to assistant manager. I was surviving high school and college with that job.
I got told so many times I needed a manager. For a long time I resisted, and I finally got one so I can pay my mortgage, and it helped me from becoming a homeless person.
I don’t know if I’m going to be a manager forever. I don’t know if I’m going to be producing films or television shows.
At the end of the 1950s, I started working at a publishing company, Estudios Cor, as production manager, so returning, but not as an author, to the world of letters I had left some years before.
I have a business manager and a book-keeper who deals with our household bills. My husband and I sit down with her for a weekly report on how much money is going out, but I’m not terribly interested, and I don’t have the patience for it.
My mother is my manager and so knows exactly what I do and so on.
I don’t think a professional agent or theatre manager would say my career had gone as well as perhaps it should have after that first ‘Oliver!’ success, but then again I was never really intending to have a career in the professional theatre in the first place.
Often, investors will discover a manager after he’s had a terrific run, usually when he lands on a magazine cover somewhere. Invariably, funds swell up with new investor money just before they revert to their long-term averages.
Sometimes managers are a little shy to criticize another manager or another operation.
I’ve got a business manager and he’ll just come right out and say, ‘It wasn’t the best part for you,’ or ‘It was okay, but I’ve seen you do better.’ So when he does say, ‘Wow that was great!,’ then I know that he means it and it’s something.
In the summer of 1954, after several years in Austin, Minnesota, our family moved across the state to the small, rural town of Worthington, where my dad became regional manager for a life insurance company. To me, at age 7, Worthington seemed a perfectly splendid spot on the earth.
There are times when even the best manager is like the little boy with the big dog, waiting to see where the dog wants to go so he can take him there.
My father, a mining engineer and colliery manager, gave his brood many advantages not least of which, for me, was his love of singing which gave music a central place in our lives.
You’re a hero one day, you’re a villain another day. They say that’s football. When a manager does well, they’re applauded, when they don’t do well, they get the sack. Football is a tough world. Those who watch enjoy it – for everybody else, there are a lot of challenges.
I got a manager, and I thought, since I was going out on auditions, I should do this for a living. Then there was this moment on set when I realized I was having a lot of fun, and I really wanted to do this forever.
When I was a manager, I was incredibly results-driven – on a mission at all times.
