You manage things, you lead people. We went overboard on management and forgot about leadership.
Grace HopperRead
You manage things, you lead people. We went overboard on management and forgot about leadership. It might help if we ran the MBAs out of Washington.
Interpretation
This quote emphasizes the distinction between managing tasks and leading individuals.
Grace Hopper highlights the crucial difference between management and leadership, suggesting that excessive focus on management can lead to neglecting the essential qualities of leadership. She argues for a need to prioritize leadership to inspire and guide people effectively, rather than simply managing processes or systems.
In practice
In a corporate training session, to inspire managers to adopt a leadership mindset.
You manage things, you lead people. We went overboard on management and forgot about leadership.
If you do something once, people will call it an accident. If you do it twice, they call it a coincidence. But do it a third time and you've just proven a natural law!
Leadership is a two-way street, loyalty up and loyalty down. _x000D_ _x000D_ Respect for one's superiors; care for one's crew.
It is often easier to ask for forgiveness than to ask for permission.
I've always been more interested in the future than in the past.
It's always easier to apologize for something you've already done than to get approval for it in advance.
If you are a woman and you bought this book for practical tips on how to make it in a male-dominated workplace, here they are. No pigtails, no tube tops. Cry sparingly. (Some people say βNever let them see you cry.β I say, if youβre so mad you could just cry, then cry. It terrifies everyone.)
If you want to be a leader of people, you must learn to watch events.
Leaders lead but in the end it's the people who deliver.
If you look to lead, invest at least 40% of your time managing yourself - your ethics, character, principles, purpose, motivation, and conduct. Invest at least 30% managing those with authority over you, and 15% managing your peers.
I'd say handling people is the most important thing you can do as a coach. I've found every time I've gotten into trouble with a player, it's because I wasn't talking to him enough.
I would hope that American managers-indeed, managers worldwide-continue to appreciate what I have been saying almost from day one: that management is so much more than exercising rank and privilege, that it is much more than "making deals." Management affects people and their lives.
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