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I believe managing is like holding a dove in your hand. If you hold it too tightly you kill it, but if you hold it too loosely, you lose it.

The toughest thing about managing is knowing your personnel and what it can give you under all conditions.

Managing is a tough job. When you're young, you just think it's a natural progression - I'm good at this, so I'm going to be good at that - and it's not that way at all.

I'm not going to manage again. I'm going to work for a team someday. But it won't be managing.

The key to management is to get rid of the managers.

Basically, managing is about influencing action. Managing is about helping organizations and units to get things done, which means action. Sometimes, managers manage actions directly. They fight fires. They manage projects. They negotiate contracts.

Management must manage!

I figured managing people was obvious - I'd tell someone what they needed to do and they'd do what I wanted. It turns out that's not the case. It was frustrating at first.

Most of what we call management consists of making it difficult for people to get their work done.

Many think of management as cutting deals and laying people off and hiring people and buying and selling companies. That's not management; that's dealmaking.