Quotes on Management
“It is a great advantage to a President, and a major source of safety to the country, for him to know that he is not a great man. When a man begins to feel that he is the only one who can lead in this republic, he is guilty of treason to the spirit of our institutions.”
― Calvin Coolidge, Autobiography of Calvin Coolidge
Calvin Coolidge, Government, Management
“Initiative is doing the right thing without being told.”
Victor Hugo, Management
“I cannot trust a man to control others who cannot control himself.”
Robert E Lee, Management
“I believe that higher wages to men who respect their employers and are happy and contented are a good investment, yielding, indeed, big dividends.”
― Andrew Carnegie, The Autobiography of Andrew Carnegie and The Gospel of Wealth
Andrew Carnegie, Management
“No man will make a great leader who wants to do it all himself or to get all the credit for doing it.”
Andrew Carnegie, Management
“Here lies one who knew how to get around him men who were cleverer than himself.”
Andrew Carnegie, Management
“TEAMWORK: the fuel that allows common people attain uncommon results.”
Andrew Carnegie, Management
“Teamwork is the ability to work together toward a common vision. The ability to direct individual accomplishments toward organizational objectives. It is the fuel that allows common people to attain uncommon results.”
Andrew Carnegie, Management
“Not all readers are leaders, but all leaders are readers.”
Harry Truman, Intelligence/Wisdom, Management
“Now that the wars are coming to an end, I wish you to prosper in peace. May all mortals from now on live like one people in concord and for mutual advancement. Consider the world as your country, with laws common to all and where the best will govern irrespective of tribe. I do not distinguish among men, as the narrow-minded do, both among Greeks and Barbarians. I am not interested in the descendance of the citizens or their racial origins. I classify them using one criterion: their virtue. For me every virtuous foreigner is a Greek and every evil Greek worse than a Barbarian. If differences ever develop between you never have recourse to arms, but solve them peacefully. If necessary, I should be your arbitrator.”Alexander the Great, Goals, Management
“Train people well enough so they can leave, treat them well enough so they don't want to.”
Richard Branson, Management
“I have always believed that the way you treat your employees is the way they will treat your customers, and that people flourish when they are praised.”
Richard Branson, Management
“If only we had the power to see ourselves in the same way that others see us.’ Of all the mantras one might adopt in life, this is surely one of the better ones and for anyone in a leadership role it should be an essential part of the checks and balances that are built into a company’s standard operating procedures.”
― Richard Branson, The Virgin Way: Everything I Know About Leadership
Richard Branson, Management
“Great leaders are almost always great simplifiers, who can cut through argument, debate and doubt to offer a solution everybody can understand.”
― Richard Branson, The Virgin Way: Everything I Know About Leadership
Richard Branson, Management
“Whenever you are setting up a new project, the most important thing is to surround yourself with people who are better than yourself, have different skills and a healthy combination of enthusiasm and experience.”
― Richard Branson, Finding My Virginity: The New Autobiography
Richard Branson, Management
“There are many ways to run a successful company. What works once may never work again. What everyone tells you never to do may just work, once. There are no rules. You don't learn to walk by following rules. You learn by doing, and by falling over, and it's because you fall over that you learn to save yourself from falling over.”
Richard Branson, Management
“The way to become a great leader is to look for the best in people – seldom criticise – always praise.” ― Richard Branson, Finding My Virginity: The New Autobiography
Richard Branson, Management
“The key enterprising skills I used when first starting out are the very same ones I use today: the art of delegation, risk-taking, surrounding yourself with a great team and working on projects you really believe in.”
― Richard Branson, Finding My Virginity: The New Autobiography
Richard Branson, Management, Business
“Ask your subordinates about matters you do not understand or do not know, and do not lightly express your approval or disapproval. . . . We should never pretend to know what we do not know, we should “not feel ashamed to ask and learn from people below” and we should listen carefully to the views of the cadres at the lower levels. Be a pupil before you become a teacher; learn from the cadres at the lower levels before you issue orders. . . . What the cadres at the lower levels say may or may not be correct, after hearing it, we must analyse it. We must heed the correct views and act upon them. . . . Listen also to the mistaken views from below, it is wrong not to listen to them at all. Such views, however, are not to be acted upon but to be criticized.”
― Mao Tse-tung, Quotations from Chairman
Mao Zedong, Management
“There were no more questions. The most important question had been answered: Why? Once I analyzed the mission and understood for myself that critical piece of information, I could then believe in the mission. If I didn’t believe in it, there was no way I could possibly convince the SEALs in my task unit to believe in it.”
― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
Jocko Willink, Management, Planning
“Waiting for the 100 percent right and certain solution leads to delay, indecision, and an inability to execute.”
― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
Jocko Willink, Management, Planning
“don’t try to plan for every contingency. Doing so will only overburden you and weigh you down so that you cannot quickly maneuver.”
― Jocko Willink, The Dichotomy of Leadership: Balancing the Challenges of Extreme Ownership to Lead and Win
Jocko Willink, Management, Planning
“We learned that leadership requires belief in the mission and unyielding perseverance to achieve victory, particularly when doubters question whether victory is even possible.”
― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
Jocko Willink, Management, Success
“A good leader does not get bogged down in the minutia of a tactical problem at the expense of strategic success.”
― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
Jocko Willink, Management, Problems, Success
“People do not follow robots.”
― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
Jocko Willink, Management
“Don’t ask your leader what you should do, tell them what you are going to do.”
― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
Jocko Willink, Management
“If mistakes happen, effective leaders don’t place blame on others. They take ownership of the mistakes, determine what went wrong, develop solutions to correct those mistakes and prevent them from happening again as they move forward.”
― Jocko Willink, The Dichotomy of Leadership: Balancing the Challenges of Extreme Ownership to Lead and Win
Jocko Willink, Management
“The only meaningful measure for a leader is whether the team succeeds or fails. For all the definitions, descriptions, and characterizations of leaders, there are only two that matter: effective and ineffective. Effective leaders lead successful teams that accomplish their mission and win. Ineffective leaders do not.”
― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
Jocko Willink, Management
“Cover and Move, Simple, Prioritize and Execute, and Decentralized Command.”
― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
Jocko Willink, Management
“As a leader, if you are down in the weeds planning the details with your guys,” said Jocko, “you will have the same perspective as them, which adds little value. But if you let them plan the details, it allows them to own their piece of the plan. And it allows you to stand back and see everything with a different perspective, which adds tremendous value. You can then see the plan from a greater distance, a higher altitude, and you will see more. As a result, you will catch mistakes and discover aspects of the plan that need to be tightened up, which enables you to look like a tactical genius, just because you have a broader view.”
― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
Jocko Willink, Management
“There are no bad units, only bad officers.”3 This captures the essence of what Extreme Ownership is all about.”
― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
Jocko Willink, Management
“Leadership requires finding the equilibrium in the dichotomy of many seemingly contradictory qualities, between one extreme and another.”
― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
Jocko Willink, Management
“Generally, when a leader struggles, the root cause behind the problem is that the leader has leaned too far in one direction and steered off course.”
― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
Jocko Willink, Management
“A good leader has nothing to prove, but everything to prove.”
― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
Jocko Willink, Management
“When a leader takes too much ownership, there is no ownership left for the team or subordinate leaders to take. So the team loses initiative, they lose momentum, they won't make any decision, they just sit around and wait to be told what to do.”
― Jocko Willink, The Dichotomy of Leadership: Balancing the Challenges of Extreme Ownership to Lead and Win
Jocko Willink, Management
“The true test for a good brief,” Jocko continued, “is not whether the senior officers are impressed. It’s whether or not the troops that are going to execute the operation actually understand it. Everything else is bullshit.”
― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
Jocko Willink, Management
“On any team, in any organization, all responsibility for success and failure rests with the leader. The leader must own everything in his or her world. There is no one else to blame. The leader must acknowledge mistakes and admit failures, take ownership of them, and develop a plan to win.”
― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
Jocko Willink, Management
“So how can a leader become great if they lack the natural characteristics necessary to lead? The answer is simple: a good leader builds a great team that counterbalances their weaknesses.”
― Jocko Willink, Leadership Strategy and Tactics: Field Manual
Jocko Willink, Management
“Leaders must always operate with the understanding that they are part of something greater than themselves and their own personal interests.”
― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
Jocko Willink, Management
“The Dichotomy of Leadership A good leader must be:
• confident but not cocky;
• courageous but not foolhardy;
• competitive but a gracious loser;
• attentive to details but not obsessed by them;
• strong but have endurance;
• a leader and follower;
• humble not passive;
• aggressive not overbearing;
• quiet not silent;
• calm but not robotic, logical but not devoid of emotions;
• close with the troops but not so close that one becomes more important than another or more important than the good of the team; not so close that they forget who is in charge.
• able to execute Extreme Ownership, while exercising Decentralized Command. A good leader has nothing to prove, but everything to prove.”
― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
Jocko Willink, Management
“Belief in the mission ties in with the fourth Law of Combat: Decentralized Command (chapter 8). The leader must explain not just what to do, but why. It is the responsibility of the subordinate leader to reach out and ask if they do not understand. Only when leaders at all levels understand and believe in the mission can they pass that understanding and belief to their teams so that they can persevere through challenges, execute and win.”
― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
Jocko Willink, Management
“After all, there can be no leadership where there is no team.”
― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
Jocko Willink, Management
“When setting expectations, no matter what has been said or written, if substandard performance is accepted and no one is held accountable—if there are no consequences—that poor performance becomes the new standard.”
― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
Jocko Willink, Management
“Extreme Ownership. Leaders must own everything in their world. There is no one else to blame.”
― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
Jocko Willink, Management
“the most fundamental and important truths at the heart of Extreme Ownership: there are no bad teams, only bad leaders.”
― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
Jocko Willink, Management
“Implementing Extreme Ownership requires checking your ego and operating with a high degree of humility. Admitting mistakes, taking ownership, and developing a plan to overcome challenges are integral to any successful team.”
― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
Jocko Willink, Management
“Leaders should never be satisfied. They must always strive to improve, and they must build that mind-set into the team. They must face the facts through a realistic, brutally honest assessment of themselves and their team’s performance. Identifying weaknesses, good leaders seek to strengthen them and come up with a plan to overcome challenges. The best teams anywhere, like the SEAL Teams, are constantly looking to improve, add capability, and push the standards higher. It starts with the individual and spreads to each of the team members until this becomes the culture, the new standard. The recognition that there are no bad teams, only bad leaders facilitates Extreme Ownership and enables leaders to build high-performance teams that dominate on any battlefield, literal or figurative.”
― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
Jocko Willink, Management, Goals
“Leaders should never be satisfied. They must always strive to improve, and they must build that mind-set into the team. They must face the facts through a realistic, brutally honest assessment of themselves and their team’s performance. Identifying weaknesses, good leaders seek to strengthen them and come up with a plan to overcome challenges. The best teams anywhere, like the SEAL Teams, are constantly looking to improve, add capability, and push the standards higher. It starts with the individual and spreads to each of the team members until this becomes the culture, the new standard. The recognition that there are no bad teams, only bad leaders facilitates Extreme Ownership and enables leaders to build high-performance teams that dominate on any battlefield, literal or figurative.”
― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
Jocko Willink, Management, Goals, Problems, Success
“Prioritize your problems and take care of them one at a time, the highest priority first. Don’t try to do everything at once or you won’t be successful.” I explained how a leader who tries to take on too many problems simultaneously will likely fail at them all.”
― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
Jocko Willink, Management, Goals, Problems, Success
“We learned that leadership requires belief in the mission and unyielding perseverance to achieve victory, particularly when doubters question whether victory is even possible.”
― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
Jocko Willink, Management, Success
“A good leader does not get bogged down in the minutia of a tactical problem at the expense of strategic success.”
― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
Jocko Willink, Management, Problems, Success
“Any leader has to have a certain amount of steel in them, so I am not that put out being called the Iron Lady.”
Margaret Thatcher, Management
“I am extraordinarily patient, provided I get my own way in the end.”
Margaret Thatcher, Management
“Leadership is a choice, not a position.”
Stephen Covey, Management
“Treat your employees exactly as you want them to treat your best customers.”
Stephen Covey, Management
“Management is doing things right; leadership is doing the right things.”
Stephen Covey, Management
The key is not to prioritize what’s on your schedule but to schedule your priorities.
Stephen Covey, Management
I teach people how to treat me by what I will allow.
Stephen Covey, Management
“If you are not willing to be a fool, you can’t become a master.”
Jordan Peterson, Management
“If you cannot bring peace to your own household, how dare you try and rule a city?”
Jordan Peterson, Management
“Back in the day, what motivated me was overcoming myself. Now I believe in being a leader. I’ve done it all – I’m good. Now, it’s about setting an example for others to follow. I can’t just talk it – I have to live it.”
David Goggins, Management
“To be “in charge” is certainly not only to carry out the proper measures yourself but to see that everyone else does so too; to see that no one either willfully or ignorantly thwarts or prevents such measures. It is neither to do everything yourself nor to appoint a number of people to each duty, but to ensure that each does that duty to which he is appointed.”
Florence Nightingale, Management
“Let whoever is in charge keep this simple question in her head (not, how can I always do this right thing myself, but) how can I provide for this right thing to be always done?”
Florence Nightingale, Management
"I lead from the heart, not the head."
Princess Diana, Management
"I guess the attitude that I’ve tried to create here is that I’m a friend first and a boss second and probably an entertainer third."
Michael Scott, Funny, Management, Friendship
"Do not hire a man who does your work for money, but him who does it for love of it."
Henry David Thoreau, Management
"I decided to drop out and trust that it would all work out okay."
Steve Jobs, Management
"Innovation distinguishes between a leader and a follower."
Steve Jobs, Management, Science
"It doesn’t make sense to hire good people and tell them what to do; we hire good people so they can tell us what to do."
Steve Jobs, Management
"I do not adopt softness towards others because I want to make them better."
Steve Jobs, Management
"Details matter, it’s worth waiting to get it right."
Steve Jobs, Management
"If you've got them by the balls their hearts and minds will follow."
John Wayne, Management
"Leadership is the challenge to be something more than average."
Jim Rohn, Management
"Either you run the day or the day runs you."
Jim Rohn, Management
"The challenge of leadership is to be strong, but not rude; be kind, but not weak; be bold, but not bully; be thoughtful, but not lazy; be humble, but not timid; be proud, but not arrogant; have humor, but without folly."
Jim Rohn, Management
"Fight for the things that you care about. But do it in a way that will lead others to join you."
Ruth Bader Ginsburg, Management
"It is not fair to ask of others what you are not willing to do yourself."
Eleanor Roosevelt, Management
"One of the things I learned when I was negotiating was that until I changed myself, I could not change others."
Nelson Mandela, Management
"A leader. . .is like a shepherd. He stays behind the flock, letting the most nimble go out ahead, whereupon the others follow, not realizing that all along they are being directed from behind."
Nelson Mandela, Management
"Lead from the back — and let others believe they are in front."
Nelson Mandela, Management
"Quitting is leading too."
Nelson Mandela, Management
"Be sincere, Be brief, Be seated."
FDR- Franklin D. Roosevelt, Management
"I'm not the smartest fellow in the world, but I can sure pick smart colleagues."
FDR- Franklin D. Roosevelt, Management
"99% of failures come from people who make excuses."
George Washington, Management
"But lest some unlucky event should happen unfavorable to my reputation, I beg it may be remembered by every gentleman in the room that I this day declare with the utmost sincerity, I do not think myself equal to the command I am honored with."
George Washington, Management
"We cannot negotiate with people who say what's mine is mine and what's yours is negotiable."
JFK- John F. Kennedy, Management
"Let us never negotiate out of fear. But let us never fear to negotiate."
JFK- John F. Kennedy, Management
"Leadership and learning are indispensable to each other."
JFK- John F. Kennedy, Management, Intelligence/Wisdom
"Surround yourself with great people; delegate authority; get out of the way."
Ronald Reagan, Management
"Thomas Jefferson once said, 'We should never judge a president by his age, only by his works.' And ever since he told me that, I stopped worrying."
Ronald Reagan, Management
"The greatest leader is not necessarily the one who does the greatest things. He is the one that gets the people to do the greatest things."
Ronald Reagan, Management
"Don't hit at all if it is honorably possible to avoid hitting; but never hit soft!"
Teddy Roosevelt, Management
"The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint to keep from meddling with them while they do it."
Teddy Roosevelt, Management
"To lead an orchestra, you must turn your back on the crowd."
Aristotle, Management
"Character may almost be called the most effective means of persuasion."
Aristotle, Management
"He who cannot be a good follower cannot be a good leader."
Aristotle, Management
"If this is coffee, please bring me some tea; but if this is tea, please bring me some coffee."
Abraham Lincoln, Management
"Action expresses priorities."
Gandhi, Management
"Before you can inspire with emotion, you must be swamped with it yourself. Before you can move their tears, your own must flow. To convince them, you must yourself, believe."
Winston Churchill, Management
"We allow no geniuses around our Studio."
Walt Disney, Management
"Everyone needs deadlines. Even the beavers. They loaf around all summer, but when they are faced with the winter deadline, they work like fury. If we didn’t have deadlines, we’d stagnate."
Walt Disney, Management
"I believe in being a motivator."
Walt Disney, Management
"Togetherness, for me, means teamwork."
Walt Disney, Management
"Every enterprise requires commitment to common goals and shared values. Without such commitment there is no enterprise; there is only a mob. The enterprise must have simple, clear, and unifying objectives. The mission of the organization has to be clear enough and big enough to provide common vision. The goals that embody it have to be clear, public, and constantly reaffirmed. Management’s first job is to think through, set, and exemplify those objectives, values, and goals."
Peter Drucker, Management
"Follow effective action with quiet reflection. From the quiet reflection will come even more effective action."
Peter Drucker, Management
"Converting a decision into action requires answering several distinct questions: Who has to know of this decision? What action has to be taken? Who is to take it? And what does the action have to be so that the people who have to do it can do it? The first and the last of these are too often overlooked—with dire results."
Peter Drucker, Management
"Meetings are by definition a concession to deficient organization For one either meets or one works. One cannot do both at the same time."
Peter Drucker, Management
"Effective executives know that their subordinates are paid to perform and not to please their superiors."
Peter Drucker, Management
"If there is any one “secret” of effectiveness, it is concentration. Effective executives do first things first and they do one thing at a time."
Peter Drucker, Management
"We all have a vast number of areas in which we have no talent or skill and little chance of becoming even mediocre. In those areas a knowledge workers should not take on work, jobs and assignments. It takes far more energy to improve from incompetence to mediocrity than it takes to improve from first-rate performance to excellence."
Peter Drucker, Management, Intelligence/Wisdom
"A manager is responsible for the application and performance of knowledge."
Peter Drucker, Management, Intelligence/Wisdom
"Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes."
Peter Drucker, Management
"Until we can manage time, we can manage nothing else."
Peter Drucker, Management, Time
"A person can perform only from strength. One cannot build performance on weakness, let alone on something one cannot do at all."
Peter Drucker, Management
"Intelligence, imagination, and knowledge are essential resources, but only effectiveness converts them into results."
Peter Drucker, Management
"Management is about human beings. Its task is to make people capable of joint performance, to make their strengths effective and their weaknesses irrelevant."
Peter Drucker, Management
"So much of what we call management consists in making it difficult for people to work."
Peter Drucker, Management
"The three most charismatic leaders in this century inflicted more suffering on the human race than almost any trio in history: Hitler, Stalin, and Mao. What matters is not the leader's charisma. What matters is the leader's mission."
Peter Drucker, Management
"People in any organization are always attached to the obsolete - the things that should have worked but did not, the things that once were productive and no longer are."
Peter Drucker, Management
"Your first and foremost job as a leader is to take charge of your own energy and then help to orchestrate the energy of those around you."
Peter Drucker, Management
"Leadership is not magnetic personality, that can just as well be a glib tongue. It is not "making friends and influencing people", that is flattery. Leadership is lifting a person's vision to higher sights, the raising of a person's performance to a higher standard, the building of a personality beyond its normal limitations."
Peter Drucker, Management
"Rank does not confer privilege or give power. It imposes responsibility."
Peter Drucker, Management, Power
"What's measured improves."
Peter Drucker, Management
"The leaders who work most effectively, it seems to me, never say "I." And that's not because they have trained themselves not to say "I." They don't think "I." They think "we"; they think "team." They understand their job to be to make the team function. They accept responsibility and don't sidestep it, but "we" gets the credit. This is what creates trust, what enables you to get the task done."
Peter Drucker, Management
"Management is doing things right; leadership is doing the right things."
Peter Drucker, Management
"Men are more easily governed through their vices than through their virtues."
Napoleon Bonaparte, Management
"A leader is a dealer in hope."
Napoleon Bonaparte, Management
"Take time to deliberate, but when the time for action comes, stop thinking and go in."
Napoleon Bonaparte, Management
"Caesar's wife must be above suspicion."
Julius Caesar, Management
"Promotion without just compensation is unjust."
russelison.com quotes, Management
"Where people work longest and with least leisure, they buy the fewest goods. No towns were so poor as those of England where the people, from children up, worked fifteen and sixteen hours a day. They were poor because these overworked people soon wore out -- they became less and less valuable as workers. Therefore, they earned less and less and could buy less and less."
Henry Ford, Management
"There is one rule for the industrialist and that is: Make the best quality of goods possible at the lowest cost possible, paying the highest wages possible."
Henry Ford, Management
"We try to pay a man what he is worth and we are not inclined to keep a man who is not worth more than the minimum wage."
Henry Ford, Management
"I will build a car for the great multitude. It will be large enough for the family, but small enough for the individual to run and care for. It will be constructed of the best materials, by the best men to be hired, after the simplest designs that modern engineering can devise. But it will be so low in price that no man making a good salary will be unable to own one..."
Henry Ford, Management
"You don't have to hold a position in order to be a leader."
Henry Ford, Management
"None of our men are 'experts.' We have most unfortunately found it necessary to get rid of a man as soon as he thinks himself an expert because no one ever considers himself expert if he really knows his job. A man who knows a job sees so much more to be done than he has done, that he is always pressing forward and never gives up an instant of thought to how good and how efficient he is. Thinking always ahead, thinking always of trying to do more, brings a state of mind in which nothing is impossible. The moment one gets into the 'expert' state of mind a great number of things become impossible."
Henry Ford, Management
"Nothing is particularly hard if you divide it into small jobs."
Henry Ford, Management
"Quality means doing it right when no one is looking."
Henry Ford, Management
"Coming together is the beginning. Keeping together is progress. Working together is success."
Henry Ford, Management
"Any customer can have a car painted any colour that he wants so long as it is black."
Henry Ford, Management
"Don't find fault, find a remedy; anybody can complain."
Henry Ford, Management
"If you want to gather honey, don’t kick over the beehive."
Dale Carnegie , Management
"Talk to someone about themselves and they’ll listen for hours."
Dale Carnegie , Management
"People are more likely to accept an order if they had a part in the decision that caused the order to be issued."
Dale Carnegie , Management
"Remember a name and call it easily and you have paid a subtle and very effective compliment."
Dale Carnegie , Management
"Ask questions instead of giving orders."
Dale Carnegie , Management
"Success in dealing with people depends on a sympathetic grasp of the other person’s viewpoint."
Dale Carnegie , Management
"The only way I can get you to do anything is by giving you what you want."
Dale Carnegie , Management
"The eye of the master will do more work than both his hands."
Benjamin Franklin, Management
"If you would persuade, you must appeal to interest rather than intellect."
Benjamin Franklin, Management
"He that is good for making excuses is seldom good for anything else."
Benjamin Franklin, Management
"When one treats people with benevolence, justice, and righteousness, and reposes confidence in them, the army will be united in mind and all will be happy to serve their leaders."
Sun Tzu, Government, Management
"Treat your men as you would your own beloved sons. And they will follow you into the deepest valley."
Sun Tzu, Management
"Thus we may know that there are five essentials for victory: (1) He will win who knows when to fight and when not to fight; (2) he will win who knows how to handle both superior and inferior forces; (3) he will win whose army is animated by the same spirit throughout all its ranks; (4) he will win who, prepared himself, waits to take the enemy unprepared; (5) he will win who has military capacity and is not interfered with by the sovereign."
Sun Tzu, Anger and Fighting, Government, Management
"If soldiers are punished before they have grown attached to you, they will not prove submissive; and, unless submissive, then will be practically useless. If, when the soldiers have become attached to you, punishments are not enforced, they will still be unless."
Sun Tzu, Management
"If words of command are not clear and distinct, if orders are not thoroughly understood, then the general is to blame. But, if orders are clear and the soldiers nevertheless disobey, then it is the fault of their officers."
Sun Tzu, Management
"Rewards for good service should not be deferred a single day."