TERMS STARTING WITH
Manager - An individual who is accountable for more work than he or she could undertake alone.
Manager of Business Applications "job" A person who plans and oversees multiple projects and project managers. He works with the {CIO} and senior management to determine systems development strategy and standards. He administers the department budget and reviews project managers. (2004-03-18)
Manager of Business Applications ::: (job) A person who plans and oversees multiple projects and project managers. He works with the CIO and senior management to determine systems development strategy and standards. He administers the department budget and reviews project managers.(2004-03-18)
managerial ::: a. --> Of or pertaining to management or a manager; as, managerial qualities.
manager ::: n. --> One who manages; a conductor or director; as, the manager of a theater.
A person who conducts business or household affairs with economy and frugality; a good economist.
A contriver; an intriguer.
managership ::: n. --> The office or position of a manager.
managery ::: n. --> Management; manner of using; conduct; direction.
Husbandry; economy; frugality.
TERMS ANYWHERE
A20 handler "software, storage" {IBM PC} memory manager software providing {HMA}. {XMM}s usually provide this functionality. Named after the 21st address line (A20), controlling the access to HMA. (1996-01-10)
A20 handler ::: (software, storage) IBM PC memory manager software providing HMA. XMMs usually provide this functionality. Named after the 21st address line (A20), controlling the access to HMA. (1996-01-10)
Ada 95 "language" A revision and extension of {Ada} (Ada 83) begun in 1988 and completed on 1994-12-01 by a team lead by Tucker Taft of {Intermetrics}. Chris Anderson was the Project Manager. The printed standard was expected to be available around 1995-02-15. Additions include {object-orientation} ({tagged types}, {abstract types} and {class-wide types}), hierarchical libraries and synchronisation with shared data (protected types) similar to {Orca}. It lacks {multiple inheritance} but supports the construction of multiple inheritance type hierarchies through the use of {generics} and {type composition}. {GNAT} aims to be a free implementation of Ada 95. You can get the standard from the {Ada Joint Program Office (http://wuarchive.wustl.edu/languages/ada/ajpo/index.shtml)}. ["Introducing Ada 9X", J.G.P. Barnes, Feb 1993]. (1999-12-02)
Ada 95 ::: (language) A revision and extension of Ada (Ada 83) begun in 1988 and completed on 1994-12-01 by a team lead by Tucker Taft of Intermetrics. Chris Anderson was the Project Manager. The printed standard was expected to be available around 1995-02-15.Additions include object-orientation (tagged types, abstract types and class-wide types), hierarchical libraries and synchronisation with shared data the construction of multiple inheritance type hierarchies through the use of generics and type composition.GNAT aims to be a free implementation of Ada 95.You can get the standard from the .[Introducing Ada 9X, J.G.P. Barnes, Feb 1993]. (1999-12-02)
Adaptable User Interface "tool, product" (AUI, Oracle Toolkit) A toolkit from {Oracle} allowing applications to be written which will be portable between different {windowing systems}. AUI provides one {call level interface} along with a resource manager and editor across a range of "standard" {GUIs}, including {Macintosh}, {Microsoft Windows} and the {X Window System}. (1995-03-16)
administrator ::: n. --> One who administers affairs; one who directs, manages, executes, or dispenses, whether in civil, judicial, political, or ecclesiastical affairs; a manager.
A man who manages or settles the estate of an intestate, or of a testator when there is no competent executor; one to whom the right of administration has been committed by competent authority.
Adobe Type Manager "text, tool, product" (ATM) Software that produces {PostScript} {outline fonts} on screen and paper. There are versions that run under {Microsoft Windows} and on the {Macintosh}. ATM can do {hinting}, {multiple master} and {anti-aliasing}. (1998-03-10)
Adobe Type Manager ::: (text, tool, product) (ATM) Software that produces PostScript outline fonts on screen and paper. There are versions that run under Microsoft Windows and on the Macintosh. ATM can do hinting, multiple master and anti-aliasing. (1998-03-10)
Agency costs - Reduction in the value of the organisation when an agent (a sub-unit manager) pursues his interest to the detriment of the principal's (the organization's) interest.
AMD 1. "company" {Advanced Micro Devices}. 2. "jargon" According to Don Olivier "don@hsph.harvard.edu", his system manager came in to work one morning to find his IBM system down with a message on the console that said "AMD failure". After he and the service rep had puzzled over documentation for an hour or so they called headquarters and eventually learned that it the failure was in the cooling system: an AMD is an "air movement device", IBM for "fan". (1995-01-16)
AMD ::: 1. (company) Advanced Micro Devices.2. (jargon) According to Don Olivier , his system manager came in to work one morningn hour or so they called headquarters and eventually learned that it the failure was in the cooling system: an AMD is an air movement device, IBM for fan. (1995-01-16)
Applications Development Manager ::: (job) (Or Director) The person in a company who plans and oversees multiple projects and project managers. The Applications Development Managers strategy and standards. He or she administers department budget and reviews project managers.(2004-03-06)
Applications Development Manager "job" (Or "Director") The person in a company who plans and oversees multiple projects and {project managers}. The Applications Development Managers works with the {CIO} and senior management to determine systems development strategy and standards. He or she administers department budget and reviews project managers. (2004-03-06)
Association for Computing ::: (body) (ACM, before 1997 - Association for Computing Machinery) The largest and oldest international scientific and educational computer society in and application of Information Technology. John Mauchly, co-inventor of the ENIAC, was one of ACM's founders.Since its inception ACM has provided its members and the world of computer science a forum for the sharing of knowledge on developments and achievements necessary to the fruitful interchange of ideas.ACM has 90,000 members - educators, researchers, practitioners, managers, and engineers - who drive the Association's major programs and services - publications, special interest groups, chapters, conferences, awards, and special activities.The ACM Press publishes journals (notably CACM), book series, conference proceedings, CD-ROM, hypertext, video, and specialized publications such as curricula recommendations and self-assessment procedures. . (1998-02-24)
Association for Computing "body" (ACM, before 1997 - "Association for Computing Machinery") The largest and oldest international scientific and educational computer society in the industry. Founded in 1947, only a year after the unveiling of {ENIAC}, ACM was established by mathematicians and electrical engineers to advance the science and application of {Information Technology}. {John Mauchly}, co-inventor of the ENIAC, was one of ACM's founders. Since its inception ACM has provided its members and the world of computer science a forum for the sharing of knowledge on developments and achievements necessary to the fruitful interchange of ideas. ACM has 90,000 members - educators, researchers, practitioners, managers, and engineers - who drive the Association's major programs and services - publications, special interest groups, chapters, conferences, awards, and special activities. The ACM Press publishes journals (notably {CACM}), book series, conference proceedings, {CD-ROM}, {hypertext}, {video}, and specialized publications such as curricula recommendations and self-assessment procedures. {(http://info.acm.org/)}. (1998-02-24)
ATM ::: 1. (communications) Asynchronous Transfer Mode.2. Automatic Teller Machine - a cash dispenser.3. (chat) At the moment.4. (text) Adobe Type Manager.
ATM 1. "communications" {Asynchronous Transfer Mode}. 2. Automatic Teller Machine - a cash dispenser. 3. "chat" At the moment. 4. "text" {Adobe Type Manager}.
Balanced scorecard - An approach to performance measurement that also focuses on what managers are doing today to create future shareholder value. A balanced scorecard is a set of performance measures constructed for four dimensions of performance. The dimensions are financial, customer, internal processes, and learning and growth. Having financial measures is critical even if they are backward looking. After all, they have a great effect on the evaluation of the company by shareholders and creditors. Customer measures examine the company's success in meeting customer expectations. Internal process measures examine the company's success in improving critical business processes. And learning and growth measures examine the company's success in improving its ability to adapt, innovate, and grow. The customer, internal processes, and learning and growth measures are generally thought to be predictive of future success (i.e., they are not backward looking). After reviewing these measures, note how "balance" is achieved: (I) performance is assessed across a balanced set of dimensions (financial, customer, internal processes, and innovation); (2) quantitative measures (e.g., number of defects) are balanced with qualitativemeasures (e.g., ratings of customer satisfaction); and (3) there is a balance of backward-looking measures (e.g., financial measures like growth in sales) and forward-looking measures (e.g., number of new patents as an innovation measure).
bargemastter ::: n. --> The proprietor or manager of a barge, or one of the crew of a barge.
barger ::: n. --> The manager of a barge.
bear paw ::: (jargon) The Vulcan nerve pinch for SGI computers. The five key keyboard combination left Ctrl>left Alt>left Shift>numeric keypad />F12> resets the graphics subsystem, including the window manager. (1996-10-28)
bear paw "jargon" The {Vulcan nerve pinch} for {SGI} computers. The five key keyboard combination "left Ctrl""left Alt""left Shift""{numeric keypad} /""F12" resets the graphics subsystem, including the {window manager}. (1996-10-28)
Behavioural accounting - 1. approach to accounting that stresses psychological considerations in decision making; also called human resource accounting. For example, a budget should be participative so departmental managers who are involved with it will internalize the goals. Also profit centres engage a manager's ego because the financial results of the entity are a direct reflection of the manager's performance. In human resource accounting, a valuation is placed on people and reflected as an asset in the balance sheet. Or 2. theory that the management accounting function is essentially behavioural. The theory states that the nature and scope of accounting systems is materially influenced by the view of human behaviour that is held by the accountants who design and operate these systems. Participative budgeting is a simple application of behavioural accounting.
Manager - An individual who is accountable for more work than he or she could undertake alone.
Manager of Business Applications "job" A person who plans and oversees multiple projects and project managers. He works with the {CIO} and senior management to determine systems development strategy and standards. He administers the department budget and reviews project managers. (2004-03-18)
Manager of Business Applications ::: (job) A person who plans and oversees multiple projects and project managers. He works with the CIO and senior management to determine systems development strategy and standards. He administers the department budget and reviews project managers.(2004-03-18)
Brooks's Law ::: (programming) Adding manpower to a late software project makes it later - a result of the fact that the expected advantage from splitting work among N communications cost associated with coordinating and then merging their work is O(N^2) (that is, proportional to the square of N).The quote is from Fred Brooks, a manager of IBM's OS/360 project and author of The Mythical Man-Month.The myth in question has been most tersely expressed as Programmer time is fungible and Brooks established conclusively that it is not. Hackers have never forgotten his advice; too often, management still does.See also creationism, second-system effect, optimism.[Jargon File] (1996-09-17)
Brooks's Law "programming" "Adding manpower to a late software project makes it later" - a result of the fact that the expected advantage from splitting work among N programmers is O(N) (that is, proportional to N), but the complexity and communications cost associated with coordinating and then merging their work is O(N^2) (that is, proportional to the square of N). The quote is from Fred Brooks, a manager of {IBM}'s {OS/360} project and author of "{The Mythical Man-Month}". The myth in question has been most tersely expressed as "Programmer time is fungible" and Brooks established conclusively that it is not. Hackers have never forgotten his advice; too often, {management} still does. See also {creationism}, {second-system effect}, {optimism}. [{Jargon File}] (1996-09-17)
BTRIEVE ::: 1. (company) BTRIEVE Technologies, Inc..2. (tool) A trademark of BTRIEVE Technologies, Inc. for their ISAM index file manager for IBM PCs. (1995-03-28)
BTRIEVE 1. "company" {BTRIEVE Technologies, Inc.}. 2. "tool" A trademark of {BTRIEVE Technologies, Inc.} for their {ISAM} {index file} manager for {IBM PCs}. (1995-03-28)
Business decisions - These include strategic decisions (very important ones which can affect the overall success of the business), tactical decisions (those which are taken more frequently and which are less important) and operational decisions (day-to-day decisions which will be taken by lower-level managers).
Career Limiting Move ::: (jargon) (CLM, Sun) Any action endangering one's future prospects of getting plum projects and raises, and possibly one's job. E.g. His Halloween costume was a parody of his manager. He won the prize for best CLM. A severe bug discovered by a customer might be a CLM bug.(2000-08-09)caret ^Common: hat; control; uparrow; caret; ITU-T: circumflex. Rare: chevron; INTERCAL: shark (or shark-fin); to the (to the power of); fang; pointer (in Pascal).
Career Limiting Move "jargon" (CLM, Sun) Any action endangering one's future prospects of getting plum projects and raises, and possibly one's job. E.g. "His Halloween costume was a parody of his manager. He won the prize for "best CLM"." A severe bug discovered by a customer might be a "CLM bug". (2000-08-09)
Career Limiting Move ::: (jargon) (CLM, Sun) Any action endangering one's future prospects of getting plum projects and raises, and possibly one's job. E.g. His Halloween costume was a parody of his manager. He won the prize for best CLM. A severe bug discovered by a customer might be a CLM bug.(2000-08-09)
click "hardware" To press and release a {button} on a {mouse} or other {pointing device}. This generates an {event}, also specifying the screen position, which is processed by the {window manager} or {application program}. On a mouse with more than one button, the unqualified term usually implies pressing the left-most button (with the right index finger), other buttons would be qualified, e.g. "{right-click}". Multiple clicks in quick succession, e.g. a double-click, often have a different meaning from slow single clicks. {Keyboard} modifiers may also be used, e.g. "shift-click", meaning to hold down the shift key on the keyboard while clicking the mouse button. If the mouse moves while the button is pressed then this is a {drag}. (1995-03-14)
click ::: (hardware) To press and release a button on a mouse or other pointing device. This generates an event, also specifying the screen position, which is processed by the window manager or application program.On a mouse with more than one button, the unqualified term usually implies pressing the left-most button (with the right index finger), other buttons would modifiers may also be used, e.g. shift-click, meaning to hold down the shift key on the keyboard while clicking the mouse button.If the mouse moves while the button is pressed then this is a drag. (1995-03-14)
cokebottle "character, humour" /kohk'bot-l/ Any unusual character, particularly one you can't type because it isn't on your keyboard. {MIT} people used to complain about the "control-meta-cokebottle" commands at {SAIL}, and {SAIL} people complained about the "{altmode}-altmode-cokebottle" commands at {MIT}. After the demise of the {space-cadet keyboard}, "cokebottle" was used less, but was often used to describe weird or non-intuitive keystrokes. The {OSF}/{Motif} {window manager}, "{mwm}" keystroke for switching to the default keybindings and behaviour is control-meta-{bang}. Since {exclamation mark} might be thought to look like a Coke bottle, {Motif} hackers referred to this keystroke as "cokebottle". See also {quadruple bucky}. [{Jargon File}] (1995-01-04)
Common Desktop Environment ::: (CDE) A desktop manager from COSE. (1994-10-31)
Common Desktop Environment "graphics, operating system" (CDE) A {desktop manager} from {COSE}. (1994-10-31)
conductor ::: n. --> One who, or that which, conducts; a leader; a commander; a guide; a manager; a director.
One in charge of a public conveyance, as of a railroad train or a street car.
The leader or director of an orchestra or chorus.
A substance or body capable of being a medium for the transmission of certain forces, esp. heat or electricity; specifically, a lightning rod.
CONFIG.SYS "operating system" A {text file} containing special system configuration commands, found in the {root directory} on an {MS-DOS} computer, typically on {drive} C (the {hard disk}). It is read by {MS-DOS} at {boot time}, after the setup has been read from {CMOS RAM} and before running {AUTOEXEC.BAT}. It can be modified by the user. Some example commands which CONFIG.SYS might contain are: DEVICE=C:\DOS\HIMEM.SYS /testmem:off Load the {extended memory} manager. DEVICE=C:\DOS\EMM386.EXE RAM Load the {expanded memory} manager. BUFFERS=10,0 Specify memory for {disk buffers}. FILES=70 Set the number of files that can be open at once. DOS=UMB DOS is located in {UppeMemoryBlock}. LASTDRIVE=Z Disk drives are A: to Z:. FCBS=16,0 Set the number of {file control blocks}. DEVICEHIGH /L:1,12048 =C:\DOS\SETVER.EXE Report the DOS version to older programs. DOS=HIGH DOS should maintain a link to {UMB}. COUNTRY=358,437 C:\DOS\COUNTRY.SYS Set the {country code} for some programs. STACKS=9,256 Set {dynamic stacks} for hardware control. SHELL=C:\DOS\COMMAND.COM C:\DOS\ /E:1024 /p Set the location of the {command interpreter}. (1995-03-16)
CONFIG.SYS ::: (operating system) A text file containing special system configuration commands. It is found in the root directory on an MS-DOS computer, typically on been read from CMOS RAM and before running AUTOEXEC.BAT. It can be modified by the user.Some example commands which CONFIG.SYS might contain are: DEVICE=C:\DOS\HIMEM.SYS /testmem:off Load the extended memory manager. DEVICE=C:\DOS\EMM386.EXE RAM Load the expanded memory manager. BUFFERS=10,0 Specify memory for disk buffers. FILES=70 Set the number of files that can be open at once. DOS=UMB DOS is located in UppeMemoryBlock. LASTDRIVE=Z Disk drives are A: to Z:. FCBS=16,0 Set the number of file control blocks. DEVICEHIGH /L:1,12048 =C:\DOS\SETVER.EXE Report the DOS version to older programs. DOS=HIGH DOS should maintain a link to UMB. COUNTRY=358,437 C:\DOS\COUNTRY.SYS Set the country code for some programs. STACKS=9,256 Set dynamic stacks for hardware control. SHELL=C:\DOS\COMMAND.COM C:\DOS\ /E:1024 /p (1995-03-16)
configuration item "jargon" Hardware or software, or an aggregate of both, which is designated by the project configuration manager (or contracting agency) for {configuration management}. (1996-05-29)
configuration item ::: (jargon) Hardware or software, or an aggregate of both, which is designated by the project configuration manager (or contracting agency) for configuration management. (1996-05-29)
Contribution margin analysis - A technique used in brand marketing and product management to help a company decide what product(s) to add to its product portfolio. The manager asks what will happen to profits if a new product is added or an existing product is discontinued. Calculations take into account additional revenues, additional costs, effects on other products in the portfolio (referred to as cannibalization), and competitors' reactions.
CORAL 1. {Class Oriented Ring Associated Language}. 2. A {deductive database} and {logic programming} system based on {Horn-clause} rules with extensions like {SQL}'s {group-by} and {aggregation} operators. CORAL was developed at the University of Wisconsin-Madison. It is implemented in C++ and has a {Prolog}-like {syntax}. Many evaluation techniques are supported, including {bottom-up fixpoint evaluation} and top-down {backtracking}. {Modules} are separately compiled; different evaluation methods can be used in different modules within a single program. Disk-resident data is supported via an interface to the {Exodus} storage manager. There is an on-line help facility. It requires {AT&T} {C++} 2.0 (or {G++} soon) and runs on {Decstation} and {Sun-4}. {(ftp://ftp.cs.wisc.edu/)}. (1993-01-29)
Corporate governance - The system of checks and balances designed to ensure that corporate managers are just as vigilant on behalf of long-term shareholder value as they would be if it was their own money at risk. It is also the process whereby shareholders-the actual owners of any publicly traded firm-assert their ownership rights, through an elected board of directors and the CEO and other officers and managers they appoint and oversee. In the heels of corporate scandals including the Enron debacle in 2002, a series of sweeping changes are being sought, such as forcing boards to have a majority of independent directors, granting audit committees power to hire and fireaccountants, banning sweetheart loans to officers and directors, and requiring shareholder's approval for stock option plans. More specifically, the following principles constitute good governance:
CRM ::: 1. (business) Customer Relationship Management.2. (networking) Cisco Resource Manager.
CRM 1. "business" {Customer Relationship Management}. 2. "networking" {Cisco Resource Manager}.
Customer Relationship Management ::: (business) (CRM, CIS, Customer Information Systems, Customer Interaction Software, TERM, Technology Enabled Relationship Manager) Enterprise-wide lasting customer relationships - to turn customer satisfaction into customer loyalty.Customer information acquired from sales, marketing, customer service, and support is captured and stored in a centralised database. The system may provide also be integrated with other systems such as accounting and manufacturing for a truly enterprise-wide system with thousands of users. (1999-08-20)
Customer Relationship Management "business" (CRM, CIS, Customer Information Systems, Customer Interaction Software, TERM, Technology Enabled Relationship Manager) Enterprise-wide software applications that allow companies to manage every aspect of their relationship with a customer. The aim of these systems is to assist in building lasting customer relationships - to turn customer satisfaction into customer loyalty. Customer information acquired from sales, marketing, customer service, and support is captured and stored in a centralised {database}. The system may provide {data-mining} facilities that support an {opportunity management system}. It may also be integrated with other systems such as accounting and manufacturing for a truly enterprise-wide system with thousands of users. (1999-08-20)
database manager The part of the database management system (DBMS) that handles the organisation, storage and retrieval of the data. A database manager may work with traditional programming languages, such as COBOL and BASIC, or may work only with its proprietary programming language. The terms database manager and database management system are used interchangeably. A database manager links two or more files together and is the foundation for developing routine business systems. Contrast with file manager, which works with only one file at a time and is typically used interactively on a personal computer for managing personal, independent files, such as name and address lists.
database manager ::: The part of the database management system (DBMS) that handles the organisation, storage and retrieval of the data. A database manager may work with traditional proprietary programming language. The terms database manager and database management system are used interchangeably.A database manager links two or more files together and is the foundation for developing routine business systems. Contrast with file manager, which works computer for managing personal, independent files, such as name and address lists.
datacenter manager "job" A person who plans and directs all computer and {peripheral} operations, {data entry}, data control scheduling and quality control. (2004-03-11)
datacenter manager ::: (job) A person who plans and directs all computer and peripheral operations, data entry, data control scheduling and quality control.(2004-03-11)
DDE Manager ::: An Oracle product that lets Microsoft Windows applications that support the Dynamic Data Exchange (DDE) protocol act as front end tools for Oracle. It allows applications like Excel, Word, Ami Professional, WingZ and ToolBook to query, update, graph and report information stored in Oracle.
DDE Manager An {Oracle} product that lets {Microsoft Windows} applications that support the {Dynamic Data Exchange} (DDE) {protocol} act as front end tools for Oracle. It allows applications like {Excel}, {Word}, {Ami Professional}, {WingZ} and {ToolBook} to query, update, graph and report information stored in Oracle.
Delayering - The removal of managerial layers in the hierarchical structure.
Desktop Management Interface ::: (standard, operating system) (DMI) A specification from the Desktop Management Task Force (DMTF) that establishes a standard framework for managing networked computers. DMI covers hardware and software, desktop systems and servers, and defines a model for filtering events and describing interfaces.DMI provides a common path for technical support, IT managers, and individual users to access information about all aspects of a computer - including describing products to aid vendors, systems integrators, and end users in enterprise desktop management.DMI is not tied to any specific hardware, operating system, or management protocols. It is easy for vendors to adopt, mappable to existing management protocols such as Simple Network Management Protocol (SNMP), and can be used on non-network computers.DMI's four components are:Management Information Format (MIF) - a text file containing information about the hardware and software on a computer. Manufacturers can create their own MIFs specific to a component.Service layer - an OS add-on that connects the management interface and the component interface and allows management and component software to access MIF files. The service layer also includes a common interface called the local agent, which is used to manage individual components.Component interface (CI) - an application program interface (API) that sends status information to the appropriate MIF file via the service layer. Commands include Get, Set, and Event.Management interface (MI) - the management software's interface to the service layer. Commands are Get, Set, and List.CI, MI, and service layer drivers are available on the Internet. Intel's LANDesk Client Manager (LDCM) is based on DMI.Version: 2.0s (as of 2000-01-19). . .(2000-01-19)
Desktop Management Interface "standard, operating system" (DMI) A {specification} from the {Desktop Management Task Force} (DMTF) that establishes a standard {framework} for managing networked computers. DMI covers {hardware} and {software}, {desktop} systems and {servers}, and defines a model for filtering events and describing {interfaces}. DMI provides a common path for technical support, IT managers, and individual users to access information about all aspects of a computer - including {processor} type, installation date, attached {printers} and other {peripherals}, power sources, and maintenance history. It provides a common format for describing products to aid vendors, systems integrators, and end users in enterprise desktop management. DMI is not tied to any specific hardware, operating system, or management protocols. It is easy for vendors to adopt, mappable to existing management protocols such as {Simple Network Management Protocol} (SNMP), and can be used on non-network computers. DMI's four components are: Management Information Format (MIF) - a text file containing information about the hardware and software on a computer. Manufacturers can create their own MIFs specific to a component. Service layer - an OS add-on that connects the management interface and the component interface and allows management and component software to access MIF files. The service layer also includes a common interface called the local agent, which is used to manage individual components. Component interface (CI) - an {application program interface} (API) that sends status information to the appropriate MIF file via the service layer. Commands include Get, Set, and Event. Management interface (MI) - the management software's interface to the service layer. Commands are Get, Set, and List. CI, MI, and service layer drivers are available on the Internet. {Intel}'s {LANDesk Client Manager} (LDCM) is based on DMI. Version: 2.0s (as of 2000-01-19). {(http://dmtf.org/spec/dmis.html)}. {Sun overview (http://sun.com/solstice/products/ent.agents/presentations/sld014.html)}. (2000-01-19)
desktop manager ::: A user interface to system services, usually icon and menu based like the Macintosh Finder, enabling the user to run application programs and use a file system without directly using the command language of the operating system. (1994-12-07)
desktop manager A {user interface} to system services, usually {icon} and {menu} based like the {Macintosh} {Finder}, enabling the user to run {application programs} and use a {file system} without directly using the command language of the {operating system}. (1994-12-07)
development environment "programming, tool" An integrated suite of {tools} to aid the {development} of {software} in a particular {language} or for a particular {application}. Usually, this consists of a {compiler} and {editor} and may also include one or more of a {debugger}, {profiler}, and {source code} manager. See also: {IDE}. (1999-08-01)
development environment ::: (programming, tool) An integrated suite of tools to aid the development of software in a particular language or for a particular application. Usually, this consists of a compiler and editor and may also include one or more of a debugger, profiler, and source code manager.See also: IDE. (1999-08-01)
Device Manager "operating system" The {Microsoft Windows} {control panel} {applet} used to enable, disable and configure the hardware on which Windows is running. You can launch Device Manager via the Control Panel/System or directly with: rundll32.exe devmgr.dll DeviceManager_Execute (2008-04-16)
dexterous ::: a. --> Ready and expert in the use of the body and limbs; skillful and active with the hands; handy; ready; as, a dexterous hand; a dexterous workman.
Skillful in contrivance; quick at inventing expedients; expert; as, a dexterous manager.
Done with dexterity; skillful; artful; as, dexterous management.
dianzuo. (J. tenzo; K. chonjwa 典座). In Chinese, lit. "in charge of seating"; the term that comes to be used for a cook at a Buddhist monastery, who supervises the preparation and distribution of meals. In Indian VINAYA texts, the term was used to designate a "manager," the service monk (S. VAIYĀPṚTYA[KARA]; P. veyyāvaccakara) who assigned seating at assemblies and ceremonies and arranged for the distribution of material objects or donations in addition to food. In the pilgrimage records of YIJING in India and ENNIN in China, the term always referred to a "manager," not someone who worked in the monastic kitchen. But sometime after the tenth century, during the Northern Song dynasty, the term came to be used in Chinese monasteries to refer to the cook. In East Asian CHAN monasteries, the cook and five other officers, collectively known as the ZHISHI (J. chiji), oversaw the administration of the monastic community. Typically, the dianzuo position was considered a prestigious position and offered only to monks of senior rank. The Japanese Zen monk DoGEN KIGEN wrote a famous essay on the responsibilities of the cook entitled Tenzo kyokun ("Instructions to the Cook"). Cf. DRAVYA MALLAPUTRA.
director ::: n. --> One who, or that which, directs; one who regulates, guides, or orders; a manager or superintendent.
One of a body of persons appointed to manage the affairs of a company or corporation; as, the directors of a bank, insurance company, or railroad company.
A part of a machine or instrument which directs its motion or action.
A slender grooved instrument upon which a knife is made
DLM ::: Distributed Lock Manager on distributed VMS systems.
DLM Distributed Lock Manager on distributed VMS systems.
do-all ::: n. --> General manager; factotum.
DOS requester ::: (networking) An MS-DOS client that provides transparent redirection of printing and file accesses to a network server. It handles levels 3, 4 and 5 of the Open Systems Interconnect seven layer model.A DOS requester under Novell NetWare will interface to a network card driver with an ODI interface, and will be either a single executable (netx.exe) or a set of VLMs that are loaded on demand.In the IBM/Microsoft LAN Manager/SMB world, where the name DOS redirector is more common, there will be an NDIS interface driver and a net.exe executable. . . (1998-01-05)
DOS requester "networking" An {MS-DOS} {client} that provides transparent redirection of printing and file accesses to a network {server}. It handles levels 3, 4 and 5 of the {Open Systems Interconnect} seven layer model. A DOS requester under {Novell NetWare} will interface to a {network card} driver with an {ODI} interface, and will be either a single executable (netx.exe) or a set of {VLMs} that are loaded on demand. In the {IBM}/{Microsoft} {LAN Manager}/{SMB} world, where the name {DOS redirector} is more common, there will be an {NDIS} interface driver and a net.exe executable. {NetWare Client 32 for DOS/Windows (http://developer.novell.com/research/appnotes/1996/may/01/)}. {(http://cad.strath.ac.uk/~davidm/projects/guide/requester.html)}. (1998-01-05)
DSM ::: 1. Data Structure Manager.An object-oriented language by J.E. Rumbaugh and M.E. Loomis of GE, similar to C++. It is used in implementation of CAD/CAE software. DSM is written in DSM and C and produces C as output.[DSM: An Object-Relationship Modeling Language, A. Shah et al, SIGPLAN Notices 24(10):191-202 (OOPSLA '89) (Oct 1989)].2. DIGITAL Standard MUMPS. (1995-01-10)
DSM 1. Data Structure Manager. An {object-oriented} language by J.E. Rumbaugh and M.E. Loomis of {GE}, similar to {C++}. It is used in implementation of {CAD}/{CAE} software. DSM is written in DSM and {C} and produces {C} as output. ["DSM: An Object-Relationship Modeling Language", A. Shah et al, SIGPLAN Notices 24(10):191-202 (OOPSLA '89) (Oct 1989)]. 2. {DIGITAL Standard MUMPS}. (1995-01-10)
Emacs ::: (text, tool) /ee'maks/ (Editing MACroS, or Extensible MACro System, GNU Emacs) A popular screen editor for Unix and most other operating systems.Emacs is distributed by the Free Software Foundation and was Richard Stallman's first step in the GNU project. Emacs is extensible - it is easy to add new display. Emacs is writen in C and the higher levels are programmed in Emacs Lisp.Emacs has an entire Lisp system inside it. It was originally written in TECO under ITS at the MIT AI lab. AI Memo 554 described it as an advanced, self-documenting, customisable, extensible real-time display editor.It includes facilities to view directories, run compilation subprocesses and send and receive electronic mail and Usenet news (GNUS). W3 is a web browser, reducing start-up time and memory consumption. Many hackers (including Denis Howe) spend more than 80% of their tube time inside Emacs.GNU Emacs is available for Unix, VMS, GNU/Linux, FreeBSD, NetBSD, OpenBSD, MS Windows, MS-DOS, and other systems. Emacs has been re-implemented more than 30 times. Other variants include GOSMACS, CCA Emacs, UniPress Emacs, Montgomery Emacs, and XEmacs. Jove, epsilon, and MicroEmacs are limited look-alikes.Some Emacs versions running under window managers iconify as an overflowing kitchen sink, perhaps to suggest the one feature the editor does not (yet) Storage, and Emacs Makes A Computer Slow (see recursive acronym). See also vi.Latest version: 20.6, as of 2000-05-11. 21.1 (RSN) adds a new redisplay engine with support for proportional text, images, toolbars, tool tips, toolkit scroll bars, and a mouse-sensitive mode line.FTP from your nearest GNU archive site.E-mail: (bug reports only) .Usenet newsgroups: gnu.emacs.help, gnu.emacs.bug, alt.religion.emacs, gnu.emacs.sources, gnu.emacs.announce.[Jargon File] (1997-02-04)
Emacs "text, tool" /ee'maks/ (Editing MACroS, or Extensible MACro System, GNU Emacs) A popular {screen editor} for {Unix} and most other {operating systems}. Emacs is distributed by the {Free Software Foundation} and was {Richard Stallman}'s first step in the {GNU} project. Emacs is extensible - it is easy to add new functions; customisable - you can rebind keys, and modify the behaviour of existing functions; self-documenting - there is extensive on-line, context-sensitive help; and has a real-time "what you see is what you get" display. Emacs is writen in {C} and the higher levels are programmed in {Emacs Lisp}. Emacs has an entire {Lisp} system inside it. It was originally written in {TECO} under {ITS} at the {MIT} {AI lab}. AI Memo 554 described it as "an advanced, self-documenting, customisable, extensible real-time display editor". It includes facilities to view directories, run compilation subprocesses and send and receive {electronic mail} and {Usenet} {news} ({GNUS}). {W3} is a {web browser}, the ange-ftp package provides transparent access to files on remote {FTP} {servers}. {Calc} is a calculator and {symbolic mathematics} package. There are "modes" provided to assist in editing most well-known programming languages. Most of these extra functions are configured to load automatically on first use, reducing start-up time and memory consumption. Many hackers (including {Denis Howe}) spend more than 80% of their {tube time} inside Emacs. GNU Emacs is available for {Unix}, {VMS}, {GNU}/{Linux}, {FreeBSD}, {NetBSD}, {OpenBSD}, {MS Windows}, {MS-DOS}, and other systems. Emacs has been re-implemented more than 30 times. Other variants include {GOSMACS}, CCA Emacs, UniPress Emacs, Montgomery Emacs, and {XEmacs}. {Jove}, {epsilon}, and {MicroEmacs} are limited look-alikes. Some Emacs versions running under {window managers} iconify as an overflowing kitchen sink, perhaps to suggest the one feature the editor does not (yet) include. Indeed, some hackers find Emacs too {heavyweight} and {baroque} for their taste, and expand the name as "Escape Meta Alt Control Shift" to spoof its heavy reliance on keystrokes decorated with {bucky bits}. Other spoof expansions include "Eight Megabytes And Constantly Swapping", "Eventually "malloc()'s All Computer Storage", and "Emacs Makes A Computer Slow" (see {recursive acronym}). See also {vi}. Version 21.1 added a redisplay engine with support for {proportional text}, images, {toolbars}, {tool tips}, toolkit scroll bars and a mouse-sensitive mode line. {FTP} from your nearest {GNU archive site}. E-mail: (bug reports only) "bug-gnu-emacs@gnu.org". {Usenet} newsgroups: {news:gnu.emacs.help}, {news:gnu.emacs.bug}, {news:alt.religion.emacs}, {news:gnu.emacs.sources}, {news:gnu.emacs.announce}. [{Jargon File}] (1997-02-04)
EMM386 ::: (software, storage) An expanded memory manager for IBM PCs with an Intel 80386 or higher processor, part of MS-DOS version 5.00 or higher. EMM386 uses extended memory to simulate expanded memory and also provides upper memory blocks. It must be loaded by a DEVICE= command in your CONFIG.SYS file. (1996-01-13)
EMM386 "software, storage" An {expanded memory manager} for {IBM PCs} with an {Intel 80386} or higher processor, part of {MS-DOS} version 5.00 or higher. EMM386 uses {extended memory} to simulate {expanded memory} and also provides {upper memory blocks}. It must be loaded by a DEVICE= command in your {CONFIG.SYS} file. (1996-01-13)
EMM "storage" {Expanded Memory Manager}. (1996-01-12)
EMM ::: (storage) Expanded Memory Manager. (1996-01-12)
engineer ::: n. --> A person skilled in the principles and practice of any branch of engineering. See under Engineering, n.
One who manages as engine, particularly a steam engine; an engine driver.
One who carries through an enterprise by skillful or artful contrivance; an efficient manager. ::: v. t.
Entity theory - View in which a business or other organization has a separate accountability of its own. It is based on the equation: Assets = Liabilities + stockholders equity. The entity theory considers liabilities as equities with different rights and legal standing in the business. Under the theory, assets, obligations, revenues, and expenses and other financial aspects of the business entity are accounted for separately from its owners. In other words, the company has an identity distinct from its owners or managers. The firm is viewed as an economic and legal unit
expanded memory manager ::: (software, storage) (EMM) IBM PC memory manager software implementing Expanded Memory Specification, such as EMM386 or QEMM386. EMMs can usually provide UMB as well. (1996-01-10)
expanded memory manager "software, storage" (EMM) {IBM PC} memory manager software implementing {Expanded Memory Specification}, such as {EMM386} or {QEMM386}. EMMs can usually provide {UMB} as well. (1996-01-10)
Expanded Memory Specification ::: (storage) (EMS) An IBM PC memory paging scheme enabling access to memory other than conventional memory in real mode.Expanded memory is provided through a page frame of at least 64 kilobytes in the reserved memory address region. Access to this memory is provided by an expanded memory manager (EMM) software. The EMM functions are accessible through interrupt 67H.In 8086 or 8088 based systems this is the only way to use memory beyond conventional memory. In systems based on 80286 or later, XMS and HMA provide alternative methods.EMS was developed jointly by Lotus, Intel, and Microsoft prior to 1988. Accordingly, this specification is sometimes referred to as LIM EMS.A complete discussion of EMS and programming examples can be found in [PC System Programming for developers, 1989, ISBN 1-55755-035-2 (Book only) and ISBN 1-55755-036-0 (Book and diskette)].EEMS, a competing expanded memory management standard, was developed by AST Research, Quadram and Ashton-Tate.See also upper memory block. (1996-01-10)
Expanded Memory Specification "storage" (EMS) An {IBM PC} memory {paging} scheme enabling access to memory other than {conventional memory} in {real mode}. {Expanded memory} is provided through a {page frame} of at least 64 {kilobytes} in the {reserved memory} address region. Access to this memory is provided by an {expanded memory manager} (EMM) software. The EMM functions are accessible through {interrupt} 67H. In {8086} or {8088} based systems this is the only way to use memory beyond conventional memory. In systems based on {80286} or later, {XMS} and {HMA} provide alternative methods. EMS was developed jointly by {Lotus}, {Intel}, and {Microsoft} prior to 1988. Accordingly, this specification is sometimes referred to as LIM EMS. A complete discussion of EMS and programming examples can be found in ["PC System Programming for developers", 1989, ISBN 1-55755-035-2 (Book only) and ISBN 1-55755-036-0 (Book and diskette)]. {EEMS}, a competing expanded memory management standard, was developed by {AST Research}, {Quadram} and {Ashton-Tate}. See also {upper memory block}. (1996-01-10)
extended memory manager "software, storage" (XMM) The memory manager software implementing {Extended Memory Specification}, such as {HIMEM} or {QEMM386}. XMM's can usually also act as {A20 handlers}. (1996-01-10)
extended memory manager ::: (software, storage) (XMM) The memory manager software implementing Extended Memory Specification, such as HIMEM or QEMM386. XMM's can usually also act as A20 handlers. (1996-01-10)
Extended Memory Specification "storage" (XMS) The specification describing the use of {IBM PC} {extended memory} in {real mode} for storing data (but not executable code). Memory is made available by {extended memory manager} (XMM) software. The XMM functions are accessible through {interrupt} 2FH. (1996-01-10)
Extended Memory Specification ::: (storage) (XMS) The specification describing the use of IBM PC extended memory in real mode for storing data (but not executable code). Memory is made available by extended memory manager (XMM) software. The XMM functions are accessible through interrupt 2FH. (1996-01-10)
family ::: v. t. --> The collective body of persons who live in one house, and under one head or manager; a household, including parents, children, and servants, and, as the case may be, lodgers or boarders.
The group comprising a husband and wife and their dependent children, constituting a fundamental unit in the organization of society.
Those who descend from one common progenitor; a tribe, clan, or race; kindred; house; as, the human family; the family of
Fiber Distributed Data Interface (FDDI) A 100 Mbit/s {ANSI} {standard} {local area network} architecture, defined in X3T9.5. The underlying medium is {optical fibre} (though it can be copper cable, in which case it may be called {CDDI}) and the topology is a {dual-attached}, counter-rotating {token ring}. FDDI rings are normally constructed in the form of a "dual ring of trees". A small number of devices, typically infrastructure devices such as {routers} and {concentrators} rather than {host} computers, are connected to both rings - these are referred to as "{dual-attached}". Host computers are then connected as {single-attached} devices to the {routers} or {concentrators}. The dual ring in its most degenerate form is simply collapsed into a single device. In any case, the whole dual ring is typically contained within a computer room. This network topology is required because the dual ring actually passes through each connected device and requires each such device to remain continuously operational (the standard actually allows for optical bypasses but these are considered to be unreliable and error-prone). Devices such as {workstations} and {minicomputers} that may not be under the control of the {network managers} are not suitable for connection to the dual ring. As an alternative to a dual-attached connection, the same degree of resilience is available to a {workstation} through a {dual-homed} connection which is made simultaneously to two separate devices in the same FDDI ring. One of the connections becomes active while the other one is automatically blocked. If the first connection fails, the backup link takes over with no perceptible delay. {Usenet} newsgroup: {news:comp.dcom.lans.fddi}. (1994-12-13)
Fiber Distributed Data Interface ::: (FDDI) A 100 Mbit/s ANSI standard local area network architecture, defined in X3T9.5. The underlying medium is optical fibre (though it can be copper cable, in which case it may be called CDDI) and the topology is a dual-attached, counter-rotating token ring.FDDI rings are normally constructed in the form of a dual ring of trees. A small number of devices, typically infrastructure devices such as routers and most degenerate form is simply collapsed into a single device. In any case, the whole dual ring is typically contained within a computer room.This network topology is required because the dual ring actually passes through each connected device and requires each such device to remain continuously minicomputers that may not be under the control of the network managers are not suitable for connection to the dual ring.As an alternative to a dual-attached connection, the same degree of resilience is available to a workstation through a dual-homed connection which is made connections becomes active while the other one is automatically blocked. If the first connection fails, the backup link takes over with no perceptible delay.Usenet newsgroup: comp.dcom.lans.fddi. (1994-12-13)
Fund management – A professional individual or firm, that is often regulated. A fund manager performs the role as a caretaker of their client assets for a specified or variable fee.
gang bang The use of large numbers of loosely coupled programmers in an attempt to wedge a great many features into a product in a short time. Though there have been memorable gang bangs (e.g. that over-the-weekend assembler port mentioned in Steven Levy's "Hackers"), most are perpetrated by large companies trying to meet deadlines; the inevitable result is enormous buggy masses of code entirely lacking in {orthogonal}ity. When market-driven managers make a list of all the features the competition has and assign one programmer to implement each, the probability of maintaining a coherent (or even functional) design goes infinitesimal. See also {firefighting}, {Mongolian Hordes technique}, {Conway's Law}. [{Jargon File}]
gerant ::: n. --> The manager or acting partner of a company, joint-stock association, etc.
GNU E A persistent C++ variant Version 2.3.3 compiler {(ftp://ftp.cs.wisc.edu/exodus/E/)}. GNU E is a persistent, object oriented programming language developed as part of the Exodus project. GNU E extends C++ with the notion of persistent data, program level data objects that can be transparently used across multiple executions of a program, or multiple programs, without explicit input and output operations. GNU E's form of {persistence} is based on extensions to the C++ type system to distinguish potentially persistent data objects from objects that are always memory resident. An object is made persistent either by its declaration (via a new "persistent" storage class qualifier) or by its method of allocation (via persistent dynamic allocation using a special overloading of the new operator). The underlying object storage system is the Exodus storage manager, which provides concurrency control and recovery in addition to storage for persistent data. restriction: Copyleft; not all run-time sources are available (yet) requires: release 2.1.1 of the Exodus storage manager E-mail: "exodus@cs.wisc.edu". (1993-01-20)
GNU E ::: A persistent C++ variantVersion 2.3.3compiler .GNU E is a persistent, object oriented programming language developed as part of the Exodus project. GNU E extends C++ with the notion of persistent data, executions of a program, or multiple programs, without explicit input and output operations.GNU E's form of persistence is based on extensions to the C++ type system to distinguish potentially persistent data objects from objects that are always provides concurrency control and recovery in addition to storage for persistent data.restriction: Copyleft; not all run-time sources are available (yet)requires: release 2.1.1 of the Exodus storage managerE-mail: . (1993-01-20)
greeve ::: n. --> See Grieve, an overseer.
A manager of a farm, or overseer of any work; a reeve; a manorial bailiff.
GWM Generic Window Manager. An extensible window manager for the {X Window System}. It is built on top of an {interpreter} for the {WOOL} language. {(ftp://export.lcs.mit.edu/contrib/gwm)}, {(ftp://avahi.inria.fr/contrib/gwm)}.
GWM ::: Generic Window Manager. An extensible window manager for the X Window System. It is built on top of an interpreter for the WOOL language. , .
gymnast ::: n. --> One who teaches or practices gymnastic exercises; the manager of a gymnasium; an athlete.
Haze "graphics" An {X Window System} {window manager} designed to be light-weight and look like {MacOS}. Haze is based on {mlvwm}. It support {virtual desktops}, configurable menu bar and shaded windows. {Haze home (http://www.escomposlinux.org/jes/description.html)}. (2010-05-03)
HIMEM "software, storage" An {IBM PC} {extended memory manager}, part of {MS-DOS} version 5.00 or higher. HIMEM can also act as an {A20 handler}. (1996-01-10)
HIMEM ::: (software, storage) An IBM PC extended memory manager, part of MS-DOS version 5.00 or higher. HIMEM can also act as an A20 handler. (1996-01-10)
hmake "programming" A {compilation manager} for {Haskell}. hmake recompiles a given module or program by extracting dependencies between {source} modules and issuing appropriate compiler commands to rebuild only changed modules. hmake can use whatever Haskell compilers and preprocessors you have installed. If an .hi interface file is unchanged then changes in the corresponding implementation code will not trigger recompilation of calling code. {hmake interactive} is an interactive development environment built on hmake. Malcolm Wallace of the {York Functional Programming Group} developed hmake in 2005 based on Thomas Hallgren's hbcmake and nhc13make. {hmake home (http://www.cs.york.ac.uk/fp/hmake/hmake.html)}. (2009-11-24)
housewive ::: v. t. --> To manage with skill and economy, as a housewife or other female manager; to economize.
IBM System/36 "computer" A mid-range {computer} introduced in 1983, which remained popular in the 1990s because of its low cost and high performance. Prices started in the $20k range for the small 5362 to $100+k for the expanded 5360. In 1994, IBM introduced the Advanced 36 for $9,000. The largest 5360 had 7MB of {RAM} and 1432MB of {hard disk}. The smallest 5362 had 256K of RAM and 30MB of hard disk. The Advanced 36 had 64MB of RAM and 4300MB of hard disk, but design issues limit the amount of storage that can actually be addressed by the {operating system}; underlying {microcode} allowed additional RAM to cache disk reads and writes, allowing the Advanced 36 to outperform the S/36 by 600 to 800%. There was only one operating system for the S/36: SSP ({System Support Product}). SSP consumed about 7-10MB of hard drive space. Computer programs on the S/36 reside in "libraries," and the SSP itself resides in a special system library called
IBM System/36 ::: (computer) A mid-range computer introduced in 1983, which remained popular in the 1990s because of its low cost and high performance. Prices started in the $20k range for the small 5362 to $100+k for the expanded 5360. In 1994, IBM introduced the Advanced 36 for $9,000.The largest 5360 had 7MB of RAM and 1432MB of hard disk. The smallest 5362 had 256K of RAM and 30MB of hard disk. The Advanced 36 had 64MB of RAM and 4300MB of to cache disk reads and writes, allowing the Advanced 36 to outperform the S/36 by 600 to 800%.There was only one operating system for the S/36: SSP (System Support Product). SSP consumed about 7-10MB of hard drive space. Computer programs on the S/36 reside in libraries, and the SSP itself resides in a special system library called
Id Nouveau A {dataflow} language by Arvind "arvind@lcs.mit.edu" and R.S. Nikhil "nikhil@crl.dec.com", {MIT} {LCS}, ca. 1986. Id Nouveau began as a {functional language}, added {streams}, resource managers and {I-structures} ({mutable arrays}). Loops are {syntactic sugar} for {tail recursion}. See also {Id}. ["Id Nouveau Reference Manual", R.S. Nikhil, CS TR, MIT, March 1988]. ["Id (Version 90.1) Reference Manual", R.S. Nikhil, CSG Memo 284-2, LCS MIT, July 15, 1991].
Id Nouveau ::: A dataflow language by Arvind , MIT LCS, ca. 1986.Id Nouveau began as a functional language, added streams, resource managers and I-structures (mutable arrays). Loops are syntactic sugar for tail recursion.See also Id.[Id Nouveau Reference Manual, R.S. Nikhil, CS TR, MIT, March 1988].[Id (Version 90.1) Reference Manual, R.S. Nikhil, CSG Memo 284-2, LCS MIT, July 15, 1991].
impresario ::: n. --> The projector, manager, or conductor, of an opera or concert company.
Independent Verification and Validation ::: (testing) (IV&V) The verification and validation of a software product by an organisation that is both technically and managerially separate from the organisation responsible for developing the product. (1996-12-27)
Independent Verification and Validation "testing" (IV&V) The verification and validation of a software product by an organisation that is both technically and managerially separate from the organisation responsible for developing the product. (1996-12-27)
Information Innovation A group of companies with offices in Amsterdam and New York which acts as an information filter for the {web}. They analyse what happens in the Web community and organise the Web's information so that it is accessible and efficient to use. Information Innovation provides: "The Management Guide" - a guide for managers in the information age. The Guide consists of 22 parts, each concentrating on a particular technology or issue facing managers. Topics range from {Artificial Intelligence} and Telecommunications to Finance and Marketing. Each part contains references to additional valuable information, including {CD ROMs}, conferences, magazines, articles and books. "The Hypergraphic Matrix" - a "hypergraphic" matrix of 250 graphics discussing the interrelationships between technology, change, business functions and specific industries. "Dictionary" - the largest Internet dictionary on management and technology. "The Delphi Oracle" - a comprehensive guide to the latest management ideas and issues. Over 500 articles and books have been read, analysed, rated and catalogued. "Management Software" - a guide to software which is useful to managers. Both Web software, Internet software and commecial products are included in this guide. "The Web Word" - an information service about the Web. It includes a regular newsletter and databases about Web resources, news, interviews with Web personalities and, of course, the most comprehensive guide to sites. "Web Bibliography" - a guide to the latest Web information printed. Over 150 articles, magazines, market research reports and books are catalogued. "The Power Launch Pad" - our own list of useful sites on the Web. Also includes links to our own lists of special subjects such as Finance, Telecommunications, Manufacturing, Technology and so forth. {(http://euro.net/innovation/WelcomeHP.html)}. E-mail: "innovation@euronet.nl". (1994-10-27)
Information Innovation ::: A group of companies with offices in Amsterdam and New York which acts as an information filter for the World-Wide Web. They analyse what happens in the Web community and organise the Web's information so that it is accessible and efficient to use.Information Innovation provides:The Management Guide - a guide for managers in the information age. The Guide consists of 22 parts, each concentrating on a particular technology or issue additional valuable information, including CD ROMs, conferences, magazines, articles and books.The Hypergraphic Matrix - a hypergraphic matrix of 250 graphics discussing the interrelationships between technology, change, business functions and specific industries.Dictionary - the largest Internet dictionary on management and technology.The Delphi Oracle - a comprehensive guide to the latest management ideas and issues. Over 500 articles and books have been read, analysed, rated and catalogued.Management Software - a guide to software which is useful to managers. Both Web software, Internet software and commecial products are included in this guide.The Web Word - an information service about the Web. It includes a regular newsletter and databases about Web resources, news, interviews with Web personalities and, of course, the most comprehensive guide to sites.Web Bibliography - a guide to the latest Web information printed. Over 150 articles, magazines, market research reports and books are catalogued.The Power Launch Pad - our own list of useful sites on the Web. Also includes links to our own lists of special subjects such as Finance, Telecommunications, Manufacturing, Technology and so forth. . E-mail: . (1994-10-27)
Information Management The planning, budgeting, control and exploitation of the information resources in an organisation. The term encompasses both the information itself and the related aspects such as personnel, finance, marketing, organisation and technologies and systems. Information Managers are responsible for the coordination and integration of a wide range of information handling activities within the organisation. These include the formulation of corporate information policy, design, evaluation and integration of effective information systems and services, the exploitation of IT for competitive advantage and the integration of internal and external information and data.
Intel 80386 ::: (processor) (Commonly abbreviated to 386, trademark Intel386) The successor to the Intel 80286 microprocessor. It was the first Intel processor multiple application programs to run at the same time (when running under 386-specific operating systems) using protected mode.The first IBM compatible to use the 386 was the Compaq 386, before IBM used it in high-end models of their PS/2 series. It is also used in HP's RS series and many others.It does not require special EMS memory boards to expand MS-DOS memory limits. With the 386, the EMS standard can be simulated in normal extended memory, and many DOS add-ons provide this Expanded Memory Manager feature.See also Intel 80386SX, BSD386. (1995-02-21)
Intel 80386 "processor" (Commonly abbreviated to "386", trademark "Intel386") The successor to the {Intel 80286} {microprocessor}. It was the first Intel processor with 32-bit data and address {buss}es. It can address four {gigabytes} (2^32 bytes) of memory; however, 16 megabytes is a typical maximum in {IBM PCs}. The 386 allows multiple {application programs} to run at the same time (when running under 386-specific {operating systems}) using "{protected mode}". The first {IBM compatible} to use the 386 was the {Compaq} 386, before {IBM} used it in high-end models of their {PS/2} series. It is also used in {HP}'s {RS} series and many others. It does not require special {EMS} memory boards to expand {MS-DOS} memory limits. With the 386, the EMS standard can be simulated in normal {extended memory}, and many DOS add-ons provide this "Expanded Memory Manager" feature. See also {Intel 80386SX}, {BSD386}. (1995-02-21)
Internet Network Information Center "networking" (InterNIC) An umbrella entity created by the {National Science Foundation} in Spring 1992, in cooperation with the Internet community, consisting of Network Information Service Managers who provided and/or coordinated {NSFNet} services. {General Atomics} provided information services, {AT&T} provided directory and database services, and {Network Solutions, Inc.} (NSI) provided registration services. In 1999 Internic was replaced by {ICANN}. {(http://internic.net/)}. {(http://nic.net/)}. (2003-04-16)
In the financial world, :::risk_management ::: is the process of identification, analysis and acceptance or mitigation of uncertainty in investment decisions. Essentially, risk management occurs when an investor or fund manager analyzes and attempts to quantify the potential for losses in an investment and then takes the appropriate action (or inaction) given his investment objectives and risk tolerance.
Investment manager - The responsible person or entity that makes the day-to-day decisions about investments.
Kaliadovki (Russian) Christmas mystery-plays enacted in Russia, Poland, and Galicia (BCW 2:165). “It is but a few years since, during every Christmas week, Punch-and-Judy-boxes, containing the above named personages [Joseph, Mary, and the angel], an additional display of the infant Jesus in his manager, were carried about the country in Poland and Southern Russia” (IU 2:119).
Lan Manager ::: (operating system) Microsoft's OS/2-based network operating system. Developed in conjunction with 3Com, Lan Manager runs as a task under OS/2. Because of this, a file server may concurrently be used for other tasks, such as database services. It offers good mulitasking. (1997-03-19)
Lan Manager "operating system" {Microsoft}'s {OS/2}-based {network operating system}. Developed in conjunction with {3Com}, Lan Manager runs as a task under OS/2. Because of this, a {file server} may concurrently be used for other tasks, such as {database} services. It offers good {mulitasking}. (1997-03-19)
League for Programming Freedom ::: (body) (LPF) A grass-roots organisation of professors, students, businessmen, programmers and users dedicated to bringing back the freedom to interface copyrights, have taken away our freedom of expression and our ability to do a good job.Look and feel lawsuits attempt to monopolise well-known command languages; some have succeeded. Copyrights on command languages enforce gratuitous incompatibility, close opportunities for competition, and stifle incremental improvements.Software patents are even more dangerous; they make every design decision in the development of a program carry a risk of a lawsuit, with draconian pre-trial consider using are patented; it is impossible to find out whether they will be patented in the future.The League is not opposed to the legal system that Congress intended -- copyright on individual programs. Our aim is to reverse the recent changes made by judges in response to special interests, often explicitly rejecting the public interest principles of the Constitution.The League works to abolish the new monopolies by publishing articles, talking with public officials, boycotting egregious offenders, and in the future may stimulated widespread media coverage for the issue. We welcome suggestions for other activities, as well as help in carrying them out.Membership dues in the League are $42 per year for programmers, managers and professionals; $10.50 for students; $21 for others. The League's funds will be is a non-profit corporation, but not considered a tax-exempt charity. However, for those self-employed in software, the dues can be a business expense.The League needs both activist members and members who only pay their dues. We also greatly need additional corporate members; contact us for information.Jack Larsen is President, Chris Hofstader is Secretary, and Steve Sisak is Treasurer. .Telephone: +1 (617) 243 4091.E-mail: .Address: League for Programming Freedom, 1 Kendall Square
Line authority - The power to give orders to subordinates. It contrasts with staff authority, which is the authority to advise but not command others. Line managers are responsible for attaining the organisation's goals as efficiently as possible. production and sales managers typically exercise line authority.
Line managers - Managers with direct authority over subordinates in their departments; they are able to take decisions in their departmental area.
lion food "humour" (IBM) Middle management or HQ staff, or, by extension, administrative drones in general. The term derives from an old joke: Two lions escape from the zoo and split up to increase their chances. When they finally meet after two months, one is skinny and the other overweight. The thin one says, "How did you manage? I ate a human just once and they turned out a small army to chase me with guns and nets, it was terrible. Since then I've been reduced to eating mice, insects, even grass." The fat one replies: "Well, *I* hid near an IBM office and ate a manager every day. Nobody even noticed!" [{Jargon File}] (1994-12-01)
lion food ::: (humour) (IBM) Middle management or HQ staff, or, by extension, administrative drones in general. The term derives from an old joke:Two lions escape from the zoo and split up to increase their chances. When they finally meet after two months, one is skinny and the other overweight. The thin reduced to eating mice, insects, even grass. The fat one replies: Well, *I* hid near an IBM office and ate a manager every day. Nobody even noticed![Jargon File] (1994-12-01)
Long-run profit maximisation - An alternative theory of the firm which assumes that managers aim to shift cost and revenue curves so as to maximise profits over some longer time period.
Looking Glass ::: A desktop manager for Unix from Visix.
Looking Glass A {desktop} manager for {Unix} from {Visix}.
Macintosh user interface ::: (operating system) The graphical user interface used by Apple Computer's Macintosh family of personal computers, based on graphical representations of familiar office objects (sheets of paper, files, wastepaper bin, etc.) positioned on a two-dimensional desktop workspace.Programs and data files are represented on screen by small pictures (icons). An object is selected by moving a mouse over the real desktop which correspondingly moves the pointer on screen. When the pointer is over an icon on screen, the icon is selected by pressing the button on the mouse.A hierarchical file system is provided that lets a user drag a document (a file) icon into and out of a folder (directory) icon. Folders can also contain can icon. For people that are not computer enthusiasts, managing files on the Macintosh is easier than using the MS-DOS or Unix command-line interpreter.The Macintosh always displays a row of menu titles at the top of the screen. When a mouse button is pressed over a title, a pull-down menu appears below it. With the mouse button held down, the option within the menu is selected by pointing to it and then releasing the button.Unlike the IBM PC, which, prior to Microsoft Windows had no standard graphical user interface, Macintosh developers almost always conform to the Macintosh basic tasks are always performed in the same way. Apple also keeps technical jargon down to a minimum.Although the Macintosh user interface provides consistency; it does not make up for an application program that is not designed well. Not only must the for experienced typists, the mouse is a cumbersome substitute for well-designed keyboard commands, especially for intensive text editing.Urban legned has it that the Mac user interface was copied from Xerox's Palo Alto Research Center. Although it is true that Xerox's smalltalk had a GUI and which are now considered fundamental, such as dragging objects and pull-down menus with the mouse, were actually invented at Apple.Pull-down menus have become common on IBM, Commodore and Amiga computers. Microsoft Windows and OS/2 Presentation Manager, Digital Research's GEM, and operating environments also incorporate some or all of the desktop/mouse/icon features.Apple Computer have tried to prevent other companies from using some GUI concepts by taking legal action against them. It is because of such restrictive refused to support ports of their software to Apple machines, though this ban has now been lifted. [Why? When?] (1996-07-19)
Macintosh user interface "operating system" The {graphical user interface} used by {Apple Computer}'s {Macintosh} family of {personal computers}, based on graphical representations of familiar office objects (sheets of paper, files, wastepaper bin, etc.) positioned on a two-dimensional "{desktop}" workspace. Programs and data files are represented on screen by small pictures ({icons}). An object is selected by moving a {mouse} over the real desktop which correspondingly moves the {pointer} on screen. When the pointer is over an icon on screen, the icon is selected by pressing the button on the mouse. A {hierarchical file system} is provided that lets a user "{drag}" a document (a file) icon into and out of a {folder} (directory) icon. Folders can also contain other folders and so on. To delete a document, its icon is dragged into a {trash can} icon. For people that are not computer enthusiasts, managing files on the Macintosh is easier than using the {MS-DOS} or {Unix} {command-line interpreter}. The Macintosh always displays a row of menu titles at the top of the screen. When a mouse button is pressed over a title, a {pull-down menu} appears below it. With the mouse button held down, the option within the menu is selected by pointing to it and then releasing the button. Unlike the {IBM PC}, which, prior to {Microsoft Windows} had no standard {graphical user interface}, Macintosh developers almost always conform to the Macintosh interface. As a result, users are comfortable with the interface of a new program from the start even if it takes a while to learn all the rest of it. They know there will be a row of menu options at the top of the screen, and basic tasks are always performed in the same way. Apple also keeps technical jargon down to a minimum. Although the Macintosh user interface provides consistency; it does not make up for an {application program} that is not designed well. Not only must the application's menus be clear and understandable, but the locations on screen that a user points to must be considered. Since the mouse is the major selecting method on a Macintosh, mouse movement should be kept to a minimum. In addition, for experienced typists, the mouse is a cumbersome substitute for well-designed keyboard commands, especially for intensive text editing. {Urban legned} has it that the Mac user interface was copied from {Xerox}'s {Palo Alto Research Center}. Although it is true that Xerox's {smalltalk} had a GUI and Xerox introduced some GUI concepts commercially on the {Xerox Star} computer in 1981, and that {Steve Jobs} and members of the Mac and {Lisa} project teams visited PARC, Jef Raskin, who created the Mac project, points out that many GUI concepts which are now considered fundamental, such as dragging objects and pull-down menus with the mouse, were actually invented at Apple. {Pull-down menus} have become common on {IBM}, {Commodore} and {Amiga} computers. {Microsoft Windows} and {OS/2} {Presentation Manager}, {Digital Research}'s {GEM}, {Hewlett-Packard}'s {New Wave}, the {X Window System}, {RISC OS} and many other programs and operating environments also incorporate some or all of the desktop/mouse/icon features. {Apple Computer} have tried to prevent other companies from using some {GUI} concepts by taking legal action against them. It is because of such restrictive practises that organisations such as the {Free Software Foundation} previously refused to support ports of their software to Apple machines, though this ban has now been lifted. [Why? When?] (1996-07-19)
Management accounting- Accounts and reports are tailor made for the use of the managers and directors of a business (in any form they see fit - there are no rules) as opposed to financial accounting which are prepared for the Inland Revenue and any other parties not directly connected with the business. See cost accounting.
Management by Objectives (MBO) - A management theory which suggests that managers set goals and communicate them to subordinates.
Management control system - A strategic tool/plan for holding the specific managers accountable and also responsible for their individual performance. It aims to ensure that resources are obtained and used effectively and efficiently in the accomplishment of the organisation's goals.
Management decision cycle – This cycle involves five steps managers take in making decisions and following up on them. The five steps are: (1) the discovery of a problem or need; (2) alternative courses of action to solve the problem or meet the need are identified; (3) a complete analysis to determine the effects of each alternative on business operations is prepared; (4) with the supporting data, the decision maker chooses the best alternative; and (5) after the decision has been carried out, the accountant conducts a post decision review to see if the decision was correct or if other needs have arisen.
Management Information Base ::: (networking) (MIB) A database of managed objects acessed by network management protocols. An SNMP MIB is a set of parameters which an SNMP management station can query or set in the SNMP agent of a network device (e.g. router).SNMP has two standard MIBs. The first, MIB I, was established in RFC 1156, was defined to manage TCP/IP-based internets. MIB II, defined in RFC 1213, is an update.Standard minimal MIBs have been defined, and many hardware (and certain software, e.g. DBMS) providers have developed private MIBs in ASN.1 format allowing them to be compiled for use in a Network Management System. In theory, any SNMP manager can talk to any SNMP agent with a properly defined MIB.See also client-server model.(2004-07-22)
Management Information Base "networking" (MIB) A {database} of managed objects acessed by {network management} {protocols}. An {SNMP} MIB is a set of parameters which an {SNMP} {management station} can query or set in the {SNMP agent} of a network device (e.g. {router}). {SNMP} has two {standard} MIBs. The first, MIB I, was established in {RFC 1156}, was defined to manage {TCP/IP}-based {internets}. MIB II, defined in {RFC 1213}, is an update. Standard minimal MIBs have been defined, and many hardware (and certain software, e.g. {DBMS}) providers have developed private MIBs in {ASN.1} format allowing them to be compiled for use in a {Network Management System}. In theory, any {SNMP manager} can talk to any {SNMP agent} with a properly defined MIB. See also {client-server model}. (2004-07-22)
Management Information System "application" (MIS) A computer system, usually based on a {mainframe} or {minicomputer}, designed to provide management personnel with up-to-date information on an organisation's performance, e.g. inventory and sales. These systems output information in a form that is useable by managers at all levels of the organisation: strategic, tactical, and operational. A good example of an MIS report is an annual report for a stockholder (a scheduled report). [Que's Computer User's Dictionary Second Edition, 1992]. (2001-04-01)
managerial ::: a. --> Of or pertaining to management or a manager; as, managerial qualities.
manager ::: n. --> One who manages; a conductor or director; as, the manager of a theater.
A person who conducts business or household affairs with economy and frugality; a good economist.
A contriver; an intriguer.
managership ::: n. --> The office or position of a manager.
managery ::: n. --> Management; manner of using; conduct; direction.
Husbandry; economy; frugality.
mangler ::: [DEC] A manager. Compare mango; see also management. Note that system mangler is somewhat different in connotation.[Jargon File]
mangler [DEC] A manager. Compare {mango}; see also {management}. Note that {system mangler} is somewhat different in connotation. [{Jargon File}]
mango "jargon" /mang'go/ (Originally in-house jargon at {Symbolics}) A manager. Compare {mangler}. See also {devo} and {doco}. (1995-03-21)
mango ::: (jargon) /mang'go/ (Originally in-house jargon at Symbolics) A manager.Compare mangler. See also devo and doco. (1995-03-21)
Microsoft Corporation ::: (company) The biggest supplier of operating systems and other software for IBM PC compatibles. Software products include MS-DOS, Microsoft Windows, Windows NT, Microsoft Access, LAN Manager, MS Client, SQL Server, Open Data Base Connectivity (ODBC), MS Mail, and SNA Server for Windows NT.Microsoft was founded as Micro-soft in 1975 by Bill Gates (now CEO) and his high school pal Paul Allen. Their first product was a version of BASIC for the new Altair computer [which one?]. In 1980, IBM chose Microsoft to supply the operating system for the IBM PC.On the UK television program The Net in May 1994, Bill Gates said he was betting his company on the information highway.Quarterly sales $1293M, profits $362M (Aug 1994). . . . . . (1998-11-06)
Microsoft Corporation "company" The biggest supplier of {operating systems} and other software for {IBM PC} compatibles. Software products include {MS-DOS}, {Microsoft Windows}, {Windows NT}, {Microsoft Access}, {LAN Manager}, {MS Client}, {SQL Server}, {Open Data Base Connectivity} (ODBC), {MS Mail}, and {SNA Server} for Windows NT. Microsoft was founded as "Micro-soft" in 1975 by {Bill Gates} (now CEO) and his high school pal Paul Allen. Their first product was a version of {BASIC} for the new {Altair} computer [which one?]. In 1980, {IBM} chose Microsoft to supply the {operating system} for the {IBM PC}. On the UK television program "The Net" in May 1994, {Bill Gates} said he was betting his company on the {information highway}". Quarterly sales $1293M, profits $362M (Aug 1994). {(http://microsoft.com/)}. {(ftp://ftp.microsoft.com/)}. {Interesting Info and Other Microsoft WWW Servers (http://www-drg.microsoft.com/devinfo.htm)}. {Microsoft Windows Developer Information (http://www-drg.microsoft.com/devinfo.htm)}. {Microsoft Research Group Information (http://research.microsoft.com)}. {Win_News (http://microsoft.com/chicago/ms-www/ms-intro.htm)}. maintained by the Personal Operating Systems Division to distribute information on {Microsoft Windows}, {MS-DOS} and {Windows 95}. (1998-11-06)
Microsoft Office "product" {Microsoft}'s bundles of {productivity tools} including {Microsoft Word}, {Microsoft Excel}, {Microsoft Powerpoint}, {Microsoft Outlook}, {Microsoft Access}, {Microsoft Publisher}, {Microsoft Front Page}, {Microsoft Team Manager}, {Microsoft Project}, {Microsoft Schedule+}, {Microsoft Internet Explorer}, {Small Business Financial Manager}, {Automap Streets Plus}. Editions of Office include {Microsoft Office Professional Edition}, {Microsoft Office Standard Edition}, {Microsoft Office Small Business Edition}, {Microsoft Office Developer Edition}. Different editions contain different subsets of the above applications. Current version, as of 2004-08-30: Office 2003. {(http://microsoft.com/office)}. (2004-08-30)
Microsoft Office ::: (product) Microsoft's bundles of productivity tools including Microsoft Word, Microsoft Excel, Microsoft Powerpoint, Microsoft Outlook, Microsoft Microsoft Project, Microsoft Schedule+, Microsoft Internet Explorer, Small Business Financial Manager, Automap Streets Plus.Editions of Office include Microsoft Office Professional Edition, Microsoft Office Standard Edition, Microsoft Office Small Business Edition, Microsoft Office Developer Edition. Different editions contain different subsets of the above applications.Current version, as of 2004-08-30: Office 2003. .(2004-08-30)
Microsoft Office Small Business Edition "application" (SBE) Editions of {Microsoft Office} 97, 2003, and probably other versions, targetted at small businesses. Small Business Edition includes {Microsoft Word}, {Microsoft Excel}, {Microsoft PowerPoint}, {Microsoft Outlook} with {Business Contact Manager} and {Microsoft Publisher}. SBE 2003 doesn't include {Microsoft Access} or the addtional {XML}, {IRM} and {Visual Studio} support found in {Microsoft Office Professional Edition}, though the new user price is the same. {Office Editions (http://microsoft.com/office/editions/howtobuy/compare.mspx)}. (2004-08-31)
mismanager ::: n. --> One who manages ill.
Missing definition "introduction" First, this is an (English language) __computing__ dictionary. It includes lots of terms from related fields such as mathematics and electronics, but if you're looking for (or want to submit) words from other subjects or general English words or other languages, try {(http://wikipedia.org/)}, {(http://onelook.com/)}, {(http://yourdictionary.com/)}, {(http://www.dictionarist.com/)} or {(http://reference.allrefer.com/)}. If you've already searched the dictionary for a computing term and it's not here then please __don't tell me__. There are, and always will be, a great many missing terms, no dictionary is ever complete. I use my limited time to process the corrections and definitions people have submitted and to add the {most frequently requested missing terms (missing.html)}. Try one of the sources mentioned above or {(http://techweb.com/encyclopedia/)}, {(http://whatis.techtarget.com/)} or {(http://google.com/)}. See {the Help page (help.html)} for more about missing definitions and bad cross-references. (2014-09-20)! {exclamation mark}!!!Batch "language, humour" A daft way of obfuscating text strings by encoding each character as a different number of {exclamation marks} surrounded by {question marks}, e.g. "d" is encoded as "?!!!!?". The language is named after the {MSDOS} {batch file} in which the first converter was written. {esoteric programming languages} {wiki entry (http://esolangs.org/wiki/!!!Batch)}. (2014-10-25)" {double quote}
Motif ::: The standard graphical user interface and window manager from OSF, running on the X Window System.
Motif The standard {graphical user interface} and {window manager} from {OSF}, running on the {X Window System}.
munching ::: Exploration of security holes of someone else's computer for thrills, notoriety or to annoy the system manager. Compare cracker. See also hacked off.[Jargon File]
munching Exploration of security holes of someone else's computer for thrills, notoriety or to annoy the system manager. Compare {cracker}. See also {hacked off}. [{Jargon File}]
Network Device Interface Specification ::: (networking, hardware, standard) (NDIS) A Microsoft Windows device driver programming interface allowing multiple protocols to share the same network hardware. E.g. TCP/IP and IPX on the same NIC. NDIS can also be used by some ISDN adapters.A protocol manager accepts requests from the transport layer and passes them to the data link layer (routed to the correct network interface if there is more than one).NDIS was developed by Microsoft and 3COM. Novell offers a similar device driver for NetWare called Open Data-Link Interface (ODI).The NDIS 2.0 specification was 5000 lines.Current version: NDIS 5.0, as of 2000-10-30. . .[3TECH, The 3COM Technical Journal, Winter 1991].(2000-10-30)
Network Device Interface Specification "networking, hardware, standard" (NDIS) A {Microsoft Windows device driver} programming interface allowing multiple {protocols} to share the same {network} {hardware}. E.g. {TCP/IP} and {IPX} on the same {NIC}. NDIS can also be used by some ISDN adapters. A protocol manager accepts requests from the {transport layer} and passes them to the {data link layer} (routed to the correct network interface if there is more than one). NDIS was developed by {Microsoft} and {3COM}. {Novell} offers a similar device driver for NetWare called Open Data-Link Interface (ODI). The NDIS 2.0 specification was 5000 lines. {(http://microsoft.com/hwdev/devdes/ndis5.htm)}. {cdrom.com NDIS archive (ftp://ftp.cdrom.com/pub/os2/network/ndis/)}. ["3TECH, The 3COM Technical Journal", Winter 1991]. (2000-10-30)
network operating system "networking, operating system" (NOS) An {operating system} which includes {software} to communicate with other computers via a {network}. This allows resources such as files, {application programs}, and {printers} to be shared between computers. Examples are {Berkeley Software Distribution} {Unix}, {Novell}, {LAntastic}, {MS LAN Manager}. [Is there a specific OS called "Network Operating System"?] (2001-03-13)
OLWM ::: OpenLook Window Manager
OLWM {OpenLook Window Manager}
Open Look ::: (operating system) A graphical user interface and window manager from Sun and AT&T.Usenet newsgroup: comp.graphics.openlook. (1995-06-11)
Open Look "operating system" A {graphical user interface} and {window manager} from {Sun} and {AT&T}. {Usenet} newsgroup: {news:comp.graphics.openlook}. (1995-06-11)
Oracle Corporation "company" The world's leading supplier of information management software. The company, worth $2 billion, offers its products, along with related consulting, education and support services in more than 90 countries around the world. Oracle is best known for its {database management systems} vendor and {relational DBMS} products. Oracle develops and markets {Oracle Media Server} and the {Oracle7} family of software products for {database} management; {Co-operative Development Environment} and {Oracle Co-operative Applications} Oracle software runs on {personal digital assistants}, {set-top boxs}, {IBM PCs}, {workstations}, {minicomputers}, {mainframes} and {massively parallel computers}. Oracle bought {Sun Microsystems} on 2009-04-20. See also {Adaptable User Interface}, {Bookviewer}, {CASE*Method}, {Component Integration Laboratories}, {DDE Manager}, {Online Media}, {Oracle Card}, {Oracle*CASE}, {siod}. {(http://oracle.com/)}. Address: Redwood Shores, CA, USA. (1995-03-15)
Oracle Corporation ::: (company) The world's leading supplier of information management software. The company, worth $2 billion, offers its products, along with related consulting, education and support services in more than 90 countries around the world.Oracle is best known for its database management systems vendor and relational DBMS products. Oracle develops and markets Oracle Media Server and the Oracle7 family of software products for database management; Co-operative Development Environment and Oracle Co-operative ApplicationsOracle software runs on personal digital assistants, set-top boxs, IBM PCs, workstations, minicomputers, mainframes and massively parallel computers.See also Adaptable User Interface, Bookviewer, CASE*Method, Component Integration Laboratories, DDE Manager, Online Media, Oracle Card, Oracle*CASE, siod. .Address: Redwood Shores, CA, USA. (1995-03-15)
OS/2 ::: /O S too/ IBM and Microsoft's successor to the MS-DOS operating system for Intel 80286 and Intel 80386-based microprocessors. It is proof that they couldn't get hackers now rate them superior to Microsoft Windows, which isn't saying much. See second-system effect.On an Intel 80386 or better, OS/2 can multitask between existing MS-DOS applications. OS/2 is strong on connectivity and the provision of robust virtual native applications. It also supports the Presentation Manager graphical user interface.OS/2 supports hybrid multiprocessing (HMP), which provides some elements of symmetric multiprocessing (SMP), using add-on IBM software called MP/2. OS/2 SMP was planned for release in late 1993.After OS/2 1.x the IBM and Microsoft partnership split. IBM continued to develop OS/2 2.0, while Microsoft developed what was originally intended to be OS/2 3.0 Warp) but it is only distantly related to Windows NT. This version raised the limit on RAM from 16MB to 1GB (like Windows NT).IBM introduced networking with OS/2 Warp Connect, the first multi-user version. OS/2 Warp 4.0 (Merlin) is a network operating system. .[Dates?][Jargon File] (1995-07-20)
OS/2 /O S too/ {IBM} and {Microsoft}'s successor to the {MS-DOS} {operating system} for {Intel 80286} and {Intel 80386}-based {microprocessors}. It is proof that they couldn't get it right the second time either. Often called "Half-an-OS". The design was so {baroque}, and the implementation of 1.x so bad, that 3 years after introduction you could still count the major {application programs} shipping for it on the fingers of two hands, in {unary}. Later versions improved somewhat, and informed hackers now rate them superior to {Microsoft Windows}, which isn't saying much. See {second-system effect}. On an {Intel 80386} or better, OS/2 can {multitask} between existing {MS-DOS} {applications}. OS/2 is strong on connectivity and the provision of robust {virtual machines}. It can support {Microsoft Windows} programs in addition to its own {native} applications. It also supports the {Presentation Manager} {graphical user interface}. {OS/2} supports {hybrid multiprocessing} (HMP), which provides some elements of {symmetric multiprocessing} (SMP), using add-on IBM software called {MP/2}. OS/2 SMP was planned for release in late 1993. After OS/2 1.x the {IBM} and {Microsoft} partnership split. IBM continued to develop OS/2 2.0, while Microsoft developed what was originally intended to be OS/2 3.0 into {Windows NT}. In October 1994, IBM released version OS/2 3.0 (known as "Warp") but it is only distantly related to {Windows NT}. This version raised the limit on RAM from 16MB to 1GB (like Windows NT). IBM introduced networking with "OS/2 Warp Connect", the first multi-user version. OS/2 Warp 4.0 ("Merlin") is a {network operating system}. {(http://mit.edu:8001/activities/os2/os2world.html)}. [Dates?] [{Jargon File}] (1995-07-20)
patch ::: (software) 1. A temporary addition to a piece of code, usually as a quick-and-dirty remedy to an existing bug or misfeature. A patch may or may not directly to the binary executable of a program originally written in an HLL. Compare one-line fix.2. To insert a patch into a piece of code.3. [in the Unix world] A diff.4. A set of modifications to binaries to be applied by a patching program. IBM systems often receive updates to the operating system in the form of absolute on top of them (patches were said to grow scar tissue). The result was often a convoluted patch space and headaches galore.There is a classic story of a tiger team penetrating a secure military computer that illustrates the danger inherent in binary patches (or, indeed, any patches installation manager very shortly thereafter learned something about proper procedures.5. Larry Wall's patch utility, which automatically applies a patch to a set of source code or other text files. Patch accepts input in any of the four forms to those on which the diffs were based, patch uses heuristics to determine how to proceed.Diff and patch are the standard way of producing and applying updates under Unix. Both have been ported to other operating systems. .[Jargon File](2005-05-16)
patch "software" 1. A temporary addition to a piece of code, usually as a {quick-and-dirty} remedy to an existing {bug} or {misfeature}. A patch may or may not work, and may or may not eventually be incorporated permanently into the program. Distinguished from a {diff} or {mod} by the fact that a patch is generated by more primitive means than the rest of the program; the classical examples are instructions modified by using the front panel switches, and changes made directly to the binary executable of a program originally written in an {HLL}. Compare {one-line fix}. 2. To insert a patch into a piece of code. 3. [in the Unix world] A {diff}. 4. A set of modifications to binaries to be applied by a patching program. {IBM} systems often receive updates to the {operating system} in the form of absolute {hexadecimal} patches. If you have modified your OS, you have to disassemble these back to the {source code}. The patches might later be corrected by other patches on top of them (patches were said to "grow scar tissue"). The result was often a convoluted {patch space} and headaches galore. There is a classic story of a {tiger team} penetrating a secure military computer that illustrates the danger inherent in binary patches (or, indeed, any patches that you can't - or don't - inspect and examine before installing). They couldn't find any {trap doors} or any way to penetrate security of IBM's OS, so they made a site visit to an IBM office (remember, these were official military types who were purportedly on official business), swiped some IBM stationery, and created a fake patch. The patch was actually the trapdoor they needed. The patch was distributed at about the right time for an IBM patch, had official stationery and all accompanying documentation, and was dutifully installed. The installation manager very shortly thereafter learned something about proper procedures. 5. {Larry Wall}'s "patch" {utility program}, which automatically applies a patch to a set of {source code} or other text files. Patch accepts input in any of the four forms output by the {Unix} {diff} utility. When the files being patched are not identical to those on which the diffs were based, patch uses {heuristics} to determine how to proceed. Diff and patch are the standard way of producing and applying updates under {Unix}. Both have been ported to other {operating systems}. {Patch Home (http://gnu.org/software/patch/patch.html)}. [{Jargon File}] (2005-05-16)
Pegasus ::: 1. (networking, product) A product to support Internet searches, electronic mail, and Usenet news.[Details? Addesss?] (1997-07-14)2. (project) An open source project run by The Open Group which implements a Common Information Model (CIM) Object Manager. .(2003-06-07)
Pegasus 1. "networking, product" A product to support {Internet} searches, {electronic mail}, and {Usenet news}. [Details? Addesss?] (1997-07-14) 2. "project" An {open source} project run by {The Open Group} which implements a {Common Information Model} (CIM) Object Manager. {Pegasus Home (http://openpegasus.org/)}. (2003-06-07)
Perceived demand - The demand which the managers owners of a business believe exists for their products in a particular market
Peter_Lynch ::: is one of the most successful and well-known investors of all time. Lynch is the legendary former manager of the Magellan Fund at the major investment brokerage Fidelity. He took over the fund in 1977 at age 33. He ran it for 13 years, and his success allowed him to retire in 1990 at 46. His investment style has been described as adaptive to the prevailing economic environment at the time, but Lynch always stressed that you should be able to understand what you own.
pfm ::: program file manager
pfm {program file manager}
PIM ::: 1. Personal Information Manager.2. Product Information Management. (1997-02-11)
PIM 1. {Personal Information Manager}. 2. {Product Information Management}. (1997-02-11)
PM ::: 1. preventive maintenance.2. Presentation Manager3. [PM, A System for Polynomial Manipulations, G.E. Collins, CACM 9(8):578-589 (Aug 1966)].[Jargon File]
PM 1. {preventive maintenance}. 2. {Presentation Manager} 3. ["PM, A System for Polynomial Manipulations", G.E. Collins, CACM 9(8):578-589 (Aug 1966)]. [{Jargon File}]
Presentation Manager ::: The elephantine graphical user interface to the OS/2 operating system.
Presentation Manager The {elephantine} graphical user interface to the {OS/2} {operating system}.
Procomm ::: (communications, product) A terminal emulator program, originally from Datastorm Technologies, used for connection to BBSes etc.Procomm Plus for Windows incorporates automatic modem detection, a custom log-on script generator and sophisticated off-line message managers for CompuServe and MCI Mail. It also has a fax send and receive capability.Version 2.0 was chosen as the Editors Choice in PC Magazine 1995-03-14.Procomm Plus is now distributed by Symantec, Inc.. . .Current Version: Procomm Plus 4.8, as of 2004-06-29.(2004-06-29)
Procomm "communications, product" A {terminal emulator} program, originally from {Datastorm Technologies}, used for connection to {BBS}es etc. Procomm Plus for Windows incorporates automatic {modem} detection, a custom log-on script generator and sophisticated {off-line} message managers for {CompuServe} and {MCI Mail}. It also has a fax send and receive capability. Version 2.0 was chosen as the Editors Choice in PC Magazine 1995-03-14. Procomm Plus is now distributed by {Symantec, Inc.}. {Procomm Home (http://symantec.com/procomm/)}. {Version 2.4.3 1989-01-01 (http://ftp.bauru.unesp.br/comunicacao/procomm/PRCM243.NEW)}. Current Version: Procomm Plus 4.8, as of 2004-06-29. (2004-06-29)
Programmable Interrupt Controller ::: (integrated circuit) PIC A special-purpose integrated circuit that functions as an overall manager in an interrupt driven system. It accepts a higher priority value than the level currently being serviced, and issues an interrupt to the CPU based on this determination.PICs typically have eight interrupt lines, and two PICs are often cascaded to provide 15 available interrupt lines.See also: Advanced Programmable Interrupt Controller.(2003-03-18)
Programmable Interrupt Controller "integrated circuit" {PIC} A special-purpose {integrated circuit} that functions as an overall manager in an {interrupt} driven system. It accepts requests from the {peripheral} equipment, determines which of the incoming requests is of the highest priority, ascertains whether the incoming request has a higher priority value than the level currently being serviced, and issues an interrupt to the {CPU} based on this determination. PICs typically have eight interrupt lines, and two PICs are often cascaded to provide 15 available interrupt lines. See also: {Advanced Programmable Interrupt Controller}. (2003-03-18)
Public accounting - The profession that public accountants are engaged in. Independent public accountants perform many functions, including auditing financial statements, designing financial accounting systems, assisting in the managerial accounting function, providing managerial advisory services, and tax preparation.
QEMM386 ::: (software, storage) A combined expanded memory manager and extended memory manager for IBM PCs with an Intel 80386 or higher processor from Quarterdeck Office Systems. QEMM386 can also act as an UMB provider and an A20 handler. (1996-01-10)
QEMM386 "software, storage" A combined {expanded memory manager} and {extended memory manager} for {IBM PCs} with an {Intel 80386} or higher processor from {Quarterdeck Office Systems}. QEMM386 can also act as an {UMB} provider and an {A20 handler}. (1996-01-10)
Quantitative models (methods) - Collection of mathematical and statistical methods used in the solution of managerial and decision-making problems, also called operations research (OR) and management science.
Real Programmers Don't Use Pascal ::: (humour) Back in the good old days - the Golden Era of computers, it was easy to separate the men from the boys (sometimes called Real Men and out that Real Men don't relate to anything, and aren't afraid of being impersonal.)But, as usual, times change. We are faced today with a world in which little old ladies can get computers in their microwave ovens, 12-year-old kids can blow danger of becoming extinct, of being replaced by high-school students with TRASH-80s.There is a clear need to point out the differences between the typical high-school junior Pac-Man player and a Real Programmer. If this difference is why it would be a mistake to replace the Real Programmers on their staff with 12-year-old Pac-Man players (at a considerable salary savings).LANGUAGESThe easiest way to tell a Real Programmer from the crowd is by the programming language he (or she) uses. Real Programmers use Fortran. Quiche Eaters use need all these abstract concepts to get their jobs done - they are perfectly happy with a keypunch, a Fortran IV compiler, and a beer.Real Programmers do List Processing in Fortran.Real Programmers do String Manipulation in Fortran.Real Programmers do Accounting (if they do it at all) in Fortran.Real Programmers do Artificial Intelligence programs in Fortran.If you can't do it in Fortran, do it in assembly language. If you can't do it in assembly language, it isn't worth doing.STRUCTURED PROGRAMMINGThe academics in computer science have gotten into the structured programming rut over the past several years. They claim that programs are more easily in the world won't help you solve a problem like that - it takes actual talent. Some quick observations on Real Programmers and Structured Programming:Real Programmers aren't afraid to use GOTOs.Real Programmers can write five-page-long DO loops without getting confused.Real Programmers like Arithmetic IF statements - they make the code more interesting.Real Programmers write self-modifying code, especially if they can save 20 nanoseconds in the middle of a tight loop.Real Programmers don't need comments - the code is obvious.Since Fortran doesn't have a structured IF, REPEAT ... UNTIL, or CASE statement, Real Programmers don't have to worry about not using them. Besides, they can be simulated when necessary using assigned GOTOs.Data Structures have also gotten a lot of press lately. Abstract Data Types, Structures, Pointers, Lists, and Strings have become popular in certain circles. Languages, as we all know, have implicit typing based on the first letter of the (six character) variable name.OPERATING SYSTEMSWhat kind of operating system is used by a Real Programmer? CP/M? God forbid - CP/M, after all, is basically a toy operating system. Even little old ladies and grade school students can understand and use CP/M.Unix is a lot more complicated of course - the typical Unix hacker never can remember what the PRINT command is called this week - but when it gets right systems: they send jokes around the world on UUCP-net and write adventure games and research papers.No, your Real Programmer uses OS 370. A good programmer can find and understand the description of the IJK305I error he just got in his JCL manual. A great outstanding programmer can find bugs buried in a 6 megabyte core dump without using a hex calculator. (I have actually seen this done.)OS is a truly remarkable operating system. It's possible to destroy days of work with a single misplaced space, so alertness in the programming staff is people claim there is a Time Sharing system that runs on OS 370, but after careful study I have come to the conclusion that they were mistaken.PROGRAMMING TOOLSWhat kind of tools does a Real Programmer use? In theory, a Real Programmer could run his programs by keying them into the front panel of the computer. Back the first operating system for the CDC7600 in on the front panel from memory when it was first powered on. Seymore, needless to say, is a Real Programmer.One of my favorite Real Programmers was a systems programmer for Texas Instruments. One day he got a long distance call from a user whose system had includes a keypunch and lineprinter in his toolkit, he can get along with just a front panel and a telephone in emergencies.In some companies, text editing no longer consists of ten engineers standing in line to use an 029 keypunch. In fact, the building I work in doesn't contain a system is called SmallTalk, and would certainly not talk to the computer with a mouse.Some of the concepts in these Xerox editors have been incorporated into editors running on more reasonably named operating systems - Emacs and VI being two. The the Real Programmer wants a you asked for it, you got it text editor - complicated, cryptic, powerful, unforgiving, dangerous. TECO, to be precise.It has been observed that a TECO command sequence more closely resembles transmission line noise than readable text [4]. One of the more entertaining will probably destroy your program, or even worse - introduce subtle and mysterious bugs in a once working subroutine.For this reason, Real Programmers are reluctant to actually edit a program that is close to working. They find it much easier to just patch the binary object Programmer to do the job - no Quiche Eating structured programmer would even know where to start. This is called job security.Some programming tools NOT used by Real Programmers:Fortran preprocessors like MORTRAN and RATFOR. The Cuisinarts of programming - great for making Quiche. See comments above on structured programming.Source language debuggers. Real Programmers can read core dumps.Compilers with array bounds checking. They stifle creativity, destroy most of the interesting uses for EQUIVALENCE, and make it impossible to modify the operating system code with negative subscripts. Worst of all, bounds checking is inefficient.Source code maintenance systems. A Real Programmer keeps his code locked up in a card file, because it implies that its owner cannot leave his important programs unguarded [5].THE REAL PROGRAMMER AT WORKWhere does the typical Real Programmer work? What kind of programs are worthy of the efforts of so talented an individual? You can be sure that no Real or sorting mailing lists for People magazine. A Real Programmer wants tasks of earth-shaking importance (literally!).Real Programmers work for Los Alamos National Laboratory, writing atomic bomb simulations to run on Cray I supercomputers.Real Programmers work for the National Security Agency, decoding Russian transmissions.It was largely due to the efforts of thousands of Real Programmers working for NASA that our boys got to the moon and back before the Russkies.Real Programmers are at work for Boeing designing the operating systems for cruise missiles.Some of the most awesome Real Programmers of all work at the Jet Propulsion Laboratory in California. Many of them know the entire operating system of the bytes of unused memory in a Voyager spacecraft that searched for, located, and photographed a new moon of Jupiter.The current plan for the Galileo spacecraft is to use a gravity assist trajectory past Mars on the way to Jupiter. This trajectory passes within 80 +/-3 kilometers of the surface of Mars. Nobody is going to trust a Pascal program (or a Pascal programmer) for navigation to these tolerances.As you can tell, many of the world's Real Programmers work for the U.S. Government - mainly the Defense Department. This is as it should be. Recently, programmers and Quiche Eaters alike.) Besides, the determined Real Programmer can write Fortran programs in any language.The Real Programmer might compromise his principles and work on something slightly more trivial than the destruction of life as we know it, providing Fortran, so there are a fair number of people doing graphics in order to avoid having to write COBOL programs.THE REAL PROGRAMMER AT PLAYGenerally, the Real Programmer plays the same way he works - with computers. He is constantly amazed that his employer actually pays him to do what he would be breath of fresh air and a beer or two. Some tips on recognizing Real Programmers away from the computer room:At a party, the Real Programmers are the ones in the corner talking about operating system security and how to get around it.At a football game, the Real Programmer is the one comparing the plays against his simulations printed on 11 by 14 fanfold paper.At the beach, the Real Programmer is the one drawing flowcharts in the sand.At a funeral, the Real Programmer is the one saying Poor George, he almost had the sort routine working before the coronary.In a grocery store, the Real Programmer is the one who insists on running the cans past the laser checkout scanner himself, because he never could trust keypunch operators to get it right the first time.THE REAL PROGRAMMER'S NATURAL HABITATWhat sort of environment does the Real Programmer function best in? This is an important question for the managers of Real Programmers. Considering the amount of money it costs to keep one on the staff, it's best to put him (or her) in an environment where he can get his work done.The typical Real Programmer lives in front of a computer terminal. Surrounding this terminal are:Listings of all programs the Real Programmer has ever worked on, piled in roughly chronological order on every flat surface in the office.Some half-dozen or so partly filled cups of cold coffee. Occasionally, there will be cigarette butts floating in the coffee. In some cases, the cups will contain Orange Crush.Unless he is very good, there will be copies of the OS JCL manual and the Principles of Operation open to some particularly interesting pages.Taped to the wall is a line-printer Snoopy calendar for the year 1969.Strewn about the floor are several wrappers for peanut butter filled cheese bars - the type that are made pre-stale at the bakery so they can't get any worse while waiting in the vending machine.Hiding in the top left-hand drawer of the desk is a stash of double-stuff Oreos for special occasions.Underneath the Oreos is a flowcharting template, left there by the previous occupant of the office. (Real Programmers write programs, not documentation. Leave that to the maintenance people.)The Real Programmer is capable of working 30, 40, even 50 hours at a stretch, under intense pressure. In fact, he prefers it that way. Bad response time project done on time, but creates a convenient excuse for not doing the documentation. In general:No Real Programmer works 9 to 5 (unless it's the ones at night).Real Programmers don't wear neckties.Real Programmers don't wear high-heeled shoes.Real Programmers arrive at work in time for lunch [9].A Real Programmer might or might not know his wife's name. He does, however, know the entire ASCII (or EBCDIC) code table.Real Programmers don't know how to cook. Grocery stores aren't open at three in the morning. Real Programmers survive on Twinkies and coffee.THE FUTUREWhat of the future? It is a matter of some concern to Real Programmers that the latest generation of computer programmers are not being brought up with the same ever learning Fortran! Are we destined to become an industry of Unix hackers and Pascal programmers?From my experience, I can only report that the future is bright for Real Programmers everywhere. Neither OS 370 nor Fortran show any signs of dying out, one of them has a way of converting itself back into a Fortran 66 compiler at the drop of an option card - to compile DO loops like God meant them to be.Even Unix might not be as bad on Real Programmers as it once was. The latest release of Unix has the potential of an operating system worthy of any Real in - like having the best parts of Fortran and assembly language in one place. (Not to mention some of the more creative uses for
Real Programmers Don't Use Pascal "humour" Back in the good old days - the "Golden Era" of computers, it was easy to separate the men from the boys (sometimes called "Real Men" and "Quiche Eaters" in the literature). During this period, the Real Men were the ones that understood computer programming, and the Quiche Eaters were the ones that didn't. A real computer programmer said things like "DO 10 I=1,10" and "ABEND" (they actually talked in capital letters, you understand), and the rest of the world said things like "computers are too complicated for me" and "I can't relate to computers - they're so impersonal". (A previous work [1] points out that Real Men don't "relate" to anything, and aren't afraid of being impersonal.) But, as usual, times change. We are faced today with a world in which little old ladies can get computers in their microwave ovens, 12-year-old kids can blow Real Men out of the water playing Asteroids and Pac-Man, and anyone can buy and even understand their very own Personal Computer. The Real Programmer is in danger of becoming extinct, of being replaced by high-school students with {TRASH-80s}. There is a clear need to point out the differences between the typical high-school junior Pac-Man player and a Real Programmer. If this difference is made clear, it will give these kids something to aspire to -- a role model, a Father Figure. It will also help explain to the employers of Real Programmers why it would be a mistake to replace the Real Programmers on their staff with 12-year-old Pac-Man players (at a considerable salary savings). LANGUAGES The easiest way to tell a Real Programmer from the crowd is by the programming language he (or she) uses. Real Programmers use {Fortran}. Quiche Eaters use {Pascal}. Nicklaus Wirth, the designer of Pascal, gave a talk once at which he was asked how to pronounce his name. He replied, "You can either call me by name, pronouncing it 'Veert', or call me by value, 'Worth'." One can tell immediately from this comment that Nicklaus Wirth is a Quiche Eater. The only parameter passing mechanism endorsed by Real Programmers is call-by-value-return, as implemented in the {IBM 370} {Fortran-G} and H compilers. Real programmers don't need all these abstract concepts to get their jobs done - they are perfectly happy with a {keypunch}, a {Fortran IV} {compiler}, and a beer. Real Programmers do List Processing in Fortran. Real Programmers do String Manipulation in Fortran. Real Programmers do Accounting (if they do it at all) in Fortran. Real Programmers do {Artificial Intelligence} programs in Fortran. If you can't do it in Fortran, do it in {assembly language}. If you can't do it in assembly language, it isn't worth doing. STRUCTURED PROGRAMMING The academics in computer science have gotten into the "structured programming" rut over the past several years. They claim that programs are more easily understood if the programmer uses some special language constructs and techniques. They don't all agree on exactly which constructs, of course, and the examples they use to show their particular point of view invariably fit on a single page of some obscure journal or another - clearly not enough of an example to convince anyone. When I got out of school, I thought I was the best programmer in the world. I could write an unbeatable tic-tac-toe program, use five different computer languages, and create 1000-line programs that WORKED. (Really!) Then I got out into the Real World. My first task in the Real World was to read and understand a 200,000-line Fortran program, then speed it up by a factor of two. Any Real Programmer will tell you that all the Structured Coding in the world won't help you solve a problem like that - it takes actual talent. Some quick observations on Real Programmers and Structured Programming: Real Programmers aren't afraid to use {GOTOs}. Real Programmers can write five-page-long DO loops without getting confused. Real Programmers like Arithmetic IF statements - they make the code more interesting. Real Programmers write self-modifying code, especially if they can save 20 {nanoseconds} in the middle of a tight loop. Real Programmers don't need comments - the code is obvious. Since Fortran doesn't have a structured IF, REPEAT ... UNTIL, or CASE statement, Real Programmers don't have to worry about not using them. Besides, they can be simulated when necessary using {assigned GOTOs}. Data Structures have also gotten a lot of press lately. Abstract Data Types, Structures, Pointers, Lists, and Strings have become popular in certain circles. Wirth (the above-mentioned Quiche Eater) actually wrote an entire book [2] contending that you could write a program based on data structures, instead of the other way around. As all Real Programmers know, the only useful data structure is the Array. Strings, lists, structures, sets - these are all special cases of arrays and can be treated that way just as easily without messing up your programing language with all sorts of complications. The worst thing about fancy data types is that you have to declare them, and Real Programming Languages, as we all know, have implicit typing based on the first letter of the (six character) variable name. OPERATING SYSTEMS What kind of operating system is used by a Real Programmer? CP/M? God forbid - CP/M, after all, is basically a toy operating system. Even little old ladies and grade school students can understand and use CP/M. Unix is a lot more complicated of course - the typical Unix hacker never can remember what the PRINT command is called this week - but when it gets right down to it, Unix is a glorified video game. People don't do Serious Work on Unix systems: they send jokes around the world on {UUCP}-net and write adventure games and research papers. No, your Real Programmer uses OS 370. A good programmer can find and understand the description of the IJK305I error he just got in his JCL manual. A great programmer can write JCL without referring to the manual at all. A truly outstanding programmer can find bugs buried in a 6 megabyte {core dump} without using a hex calculator. (I have actually seen this done.) OS is a truly remarkable operating system. It's possible to destroy days of work with a single misplaced space, so alertness in the programming staff is encouraged. The best way to approach the system is through a keypunch. Some people claim there is a Time Sharing system that runs on OS 370, but after careful study I have come to the conclusion that they were mistaken. PROGRAMMING TOOLS What kind of tools does a Real Programmer use? In theory, a Real Programmer could run his programs by keying them into the front panel of the computer. Back in the days when computers had front panels, this was actually done occasionally. Your typical Real Programmer knew the entire bootstrap loader by memory in hex, and toggled it in whenever it got destroyed by his program. (Back then, memory was memory - it didn't go away when the power went off. Today, memory either forgets things when you don't want it to, or remembers things long after they're better forgotten.) Legend has it that {Seymore Cray}, inventor of the Cray I supercomputer and most of Control Data's computers, actually toggled the first operating system for the CDC7600 in on the front panel from memory when it was first powered on. Seymore, needless to say, is a Real Programmer. One of my favorite Real Programmers was a systems programmer for Texas Instruments. One day he got a long distance call from a user whose system had crashed in the middle of saving some important work. Jim was able to repair the damage over the phone, getting the user to toggle in disk I/O instructions at the front panel, repairing system tables in hex, reading register contents back over the phone. The moral of this story: while a Real Programmer usually includes a keypunch and lineprinter in his toolkit, he can get along with just a front panel and a telephone in emergencies. In some companies, text editing no longer consists of ten engineers standing in line to use an 029 keypunch. In fact, the building I work in doesn't contain a single keypunch. The Real Programmer in this situation has to do his work with a "text editor" program. Most systems supply several text editors to select from, and the Real Programmer must be careful to pick one that reflects his personal style. Many people believe that the best text editors in the world were written at Xerox Palo Alto Research Center for use on their Alto and Dorado computers [3]. Unfortunately, no Real Programmer would ever use a computer whose operating system is called SmallTalk, and would certainly not talk to the computer with a mouse. Some of the concepts in these Xerox editors have been incorporated into editors running on more reasonably named operating systems - {Emacs} and {VI} being two. The problem with these editors is that Real Programmers consider "what you see is what you get" to be just as bad a concept in Text Editors as it is in women. No the Real Programmer wants a "you asked for it, you got it" text editor - complicated, cryptic, powerful, unforgiving, dangerous. TECO, to be precise. It has been observed that a TECO command sequence more closely resembles transmission line noise than readable text [4]. One of the more entertaining games to play with TECO is to type your name in as a command line and try to guess what it does. Just about any possible typing error while talking with TECO will probably destroy your program, or even worse - introduce subtle and mysterious bugs in a once working subroutine. For this reason, Real Programmers are reluctant to actually edit a program that is close to working. They find it much easier to just patch the binary {object code} directly, using a wonderful program called SUPERZAP (or its equivalent on non-IBM machines). This works so well that many working programs on IBM systems bear no relation to the original Fortran code. In many cases, the original source code is no longer available. When it comes time to fix a program like this, no manager would even think of sending anything less than a Real Programmer to do the job - no Quiche Eating structured programmer would even know where to start. This is called "job security". Some programming tools NOT used by Real Programmers: Fortran preprocessors like {MORTRAN} and {RATFOR}. The Cuisinarts of programming - great for making Quiche. See comments above on structured programming. Source language debuggers. Real Programmers can read core dumps. Compilers with array bounds checking. They stifle creativity, destroy most of the interesting uses for EQUIVALENCE, and make it impossible to modify the operating system code with negative subscripts. Worst of all, bounds checking is inefficient. Source code maintenance systems. A Real Programmer keeps his code locked up in a card file, because it implies that its owner cannot leave his important programs unguarded [5]. THE REAL PROGRAMMER AT WORK Where does the typical Real Programmer work? What kind of programs are worthy of the efforts of so talented an individual? You can be sure that no Real Programmer would be caught dead writing accounts-receivable programs in {COBOL}, or sorting {mailing lists} for People magazine. A Real Programmer wants tasks of earth-shaking importance (literally!). Real Programmers work for Los Alamos National Laboratory, writing atomic bomb simulations to run on Cray I supercomputers. Real Programmers work for the National Security Agency, decoding Russian transmissions. It was largely due to the efforts of thousands of Real Programmers working for NASA that our boys got to the moon and back before the Russkies. Real Programmers are at work for Boeing designing the operating systems for cruise missiles. Some of the most awesome Real Programmers of all work at the Jet Propulsion Laboratory in California. Many of them know the entire operating system of the Pioneer and Voyager spacecraft by heart. With a combination of large ground-based Fortran programs and small spacecraft-based assembly language programs, they are able to do incredible feats of navigation and improvisation - hitting ten-kilometer wide windows at Saturn after six years in space, repairing or bypassing damaged sensor platforms, radios, and batteries. Allegedly, one Real Programmer managed to tuck a pattern-matching program into a few hundred bytes of unused memory in a Voyager spacecraft that searched for, located, and photographed a new moon of Jupiter. The current plan for the Galileo spacecraft is to use a gravity assist trajectory past Mars on the way to Jupiter. This trajectory passes within 80 +/-3 kilometers of the surface of Mars. Nobody is going to trust a Pascal program (or a Pascal programmer) for navigation to these tolerances. As you can tell, many of the world's Real Programmers work for the U.S. Government - mainly the Defense Department. This is as it should be. Recently, however, a black cloud has formed on the Real Programmer horizon. It seems that some highly placed Quiche Eaters at the Defense Department decided that all Defense programs should be written in some grand unified language called "ADA" ((C), DoD). For a while, it seemed that ADA was destined to become a language that went against all the precepts of Real Programming - a language with structure, a language with data types, {strong typing}, and semicolons. In short, a language designed to cripple the creativity of the typical Real Programmer. Fortunately, the language adopted by DoD has enough interesting features to make it approachable -- it's incredibly complex, includes methods for messing with the operating system and rearranging memory, and Edsgar Dijkstra doesn't like it [6]. (Dijkstra, as I'm sure you know, was the author of "GoTos Considered Harmful" - a landmark work in programming methodology, applauded by Pascal programmers and Quiche Eaters alike.) Besides, the determined Real Programmer can write Fortran programs in any language. The Real Programmer might compromise his principles and work on something slightly more trivial than the destruction of life as we know it, providing there's enough money in it. There are several Real Programmers building video games at Atari, for example. (But not playing them - a Real Programmer knows how to beat the machine every time: no challenge in that.) Everyone working at LucasFilm is a Real Programmer. (It would be crazy to turn down the money of fifty million Star Trek fans.) The proportion of Real Programmers in Computer Graphics is somewhat lower than the norm, mostly because nobody has found a use for computer graphics yet. On the other hand, all computer graphics is done in Fortran, so there are a fair number of people doing graphics in order to avoid having to write COBOL programs. THE REAL PROGRAMMER AT PLAY Generally, the Real Programmer plays the same way he works - with computers. He is constantly amazed that his employer actually pays him to do what he would be doing for fun anyway (although he is careful not to express this opinion out loud). Occasionally, the Real Programmer does step out of the office for a breath of fresh air and a beer or two. Some tips on recognizing Real Programmers away from the computer room: At a party, the Real Programmers are the ones in the corner talking about operating system security and how to get around it. At a football game, the Real Programmer is the one comparing the plays against his simulations printed on 11 by 14 fanfold paper. At the beach, the Real Programmer is the one drawing flowcharts in the sand. At a funeral, the Real Programmer is the one saying "Poor George, he almost had the sort routine working before the coronary." In a grocery store, the Real Programmer is the one who insists on running the cans past the laser checkout scanner himself, because he never could trust keypunch operators to get it right the first time. THE REAL PROGRAMMER'S NATURAL HABITAT What sort of environment does the Real Programmer function best in? This is an important question for the managers of Real Programmers. Considering the amount of money it costs to keep one on the staff, it's best to put him (or her) in an environment where he can get his work done. The typical Real Programmer lives in front of a computer terminal. Surrounding this terminal are: Listings of all programs the Real Programmer has ever worked on, piled in roughly chronological order on every flat surface in the office. Some half-dozen or so partly filled cups of cold coffee. Occasionally, there will be cigarette butts floating in the coffee. In some cases, the cups will contain Orange Crush. Unless he is very good, there will be copies of the OS JCL manual and the Principles of Operation open to some particularly interesting pages. Taped to the wall is a line-printer Snoopy calendar for the year 1969. Strewn about the floor are several wrappers for peanut butter filled cheese bars - the type that are made pre-stale at the bakery so they can't get any worse while waiting in the vending machine. Hiding in the top left-hand drawer of the desk is a stash of double-stuff Oreos for special occasions. Underneath the Oreos is a flowcharting template, left there by the previous occupant of the office. (Real Programmers write programs, not documentation. Leave that to the maintenance people.) The Real Programmer is capable of working 30, 40, even 50 hours at a stretch, under intense pressure. In fact, he prefers it that way. Bad response time doesn't bother the Real Programmer - it gives him a chance to catch a little sleep between compiles. If there is not enough schedule pressure on the Real Programmer, he tends to make things more challenging by working on some small but interesting part of the problem for the first nine weeks, then finishing the rest in the last week, in two or three 50-hour marathons. This not only impresses the hell out of his manager, who was despairing of ever getting the project done on time, but creates a convenient excuse for not doing the documentation. In general: No Real Programmer works 9 to 5 (unless it's the ones at night). Real Programmers don't wear neckties. Real Programmers don't wear high-heeled shoes. Real Programmers arrive at work in time for lunch [9]. A Real Programmer might or might not know his wife's name. He does, however, know the entire {ASCII} (or EBCDIC) code table. Real Programmers don't know how to cook. Grocery stores aren't open at three in the morning. Real Programmers survive on Twinkies and coffee. THE FUTURE What of the future? It is a matter of some concern to Real Programmers that the latest generation of computer programmers are not being brought up with the same outlook on life as their elders. Many of them have never seen a computer with a front panel. Hardly anyone graduating from school these days can do hex arithmetic without a calculator. College graduates these days are soft - protected from the realities of programming by source level debuggers, text editors that count parentheses, and "user friendly" operating systems. Worst of all, some of these alleged "computer scientists" manage to get degrees without ever learning Fortran! Are we destined to become an industry of Unix hackers and Pascal programmers? From my experience, I can only report that the future is bright for Real Programmers everywhere. Neither OS 370 nor Fortran show any signs of dying out, despite all the efforts of Pascal programmers the world over. Even more subtle tricks, like adding structured coding constructs to Fortran have failed. Oh sure, some computer vendors have come out with Fortran 77 compilers, but every one of them has a way of converting itself back into a Fortran 66 compiler at the drop of an option card - to compile DO loops like God meant them to be. Even Unix might not be as bad on Real Programmers as it once was. The latest release of Unix has the potential of an operating system worthy of any Real Programmer - two different and subtly incompatible user interfaces, an arcane and complicated teletype driver, virtual memory. If you ignore the fact that it's "structured", even 'C' programming can be appreciated by the Real Programmer: after all, there's no type checking, variable names are seven (ten? eight?) characters long, and the added bonus of the Pointer data type is thrown in - like having the best parts of Fortran and assembly language in one place. (Not to mention some of the more creative uses for
Real Soon Now "jargon, humour" (RSN) A phrase used ironically when you believe an event will take a long or unknown time to occur. The term originated in SF's fanzine community, popularised by Jerry Pournelle's column in {BYTE}. The phrase can be used, for example, when a manager asks how long it will take you to {debug} some {software} and you have no idea. "I'll have it working Real Soon Now." [{Jargon File}] (2013-08-22)
Red Brick Intelligent SQL "database" (RISQL) A vendor-specific extension to {SQL} designed specifically for business managers. It augments SQL with a variety of operations appropriate to data analysis and {decision support} applications such as ranking, moving averages, comparisons, market share, this year vs. last year, etc. It was developed to simplify the creation of complex business queries. {Home (http://redbrick.com/products/white/papers/risql/risql.html)}. (1998-10-15)
Red Brick Intelligent SQL ::: (database) (RISQL) A vendor-specific extension to SQL designed specifically for business managers. It augments SQL with a variety of operations moving averages, comparisons, market share, this year vs. last year, etc. It was developed to simplify the creation of complex business queries. . (1998-10-15)
Remedial Project Manager (RPM)::: The EPA or state official responsible for overseeing on-site remedial action.
REXXWARE ::: An implementation of REXX for Novell NetWare produced by Simware, Inc. in January 1994. It is used by LAN managers to automate LAN administration chores on a Novell NetWare server.As a scripting language, REXXWARE is an NLM (NetWare Loadable Module) that runs on Novell NetWare servers. It includes more than 275 NetWare-specific functions, plus the standard REXX keywords, instructions, built-in functions, flow-control, tracing, and error trapping and recovery features.REXXWARE is certified by Novell for use with NetWare.E-mail: . (1995-01-11)
REXXWARE An implementation of {REXX} for {Novell NetWare} produced by {Simware, Inc.} in January 1994. It is used by {LAN} managers to automate LAN administration chores on a Novell NetWare {server}. As a scripting language, REXXWARE is an NLM ({NetWare Loadable Module}) that runs on {Novell NetWare} servers. It includes more than 275 NetWare-specific functions, plus the standard {REXX} {keywords}, instructions, built-in functions, {flow-control}, tracing, and error trapping and recovery features. REXXWARE is certified by Novell for use with NetWare. E-mail: "rexxware@simware.com". (1995-01-11)
RFC 1451 ::: (networking, standard) The RFC defining Manager to Manger MIB. . (1997-11-23)
RFC 1451 "networking, standard" The {RFC} defining {Manager to Manger MIB}. {(rfc:1451)}. (1997-11-23)
Risk Communication::: The exchange of information about health or environmental risks among risk assessors and managers, the general public, news media, interest groups, etc.
Samba ::: (networking) A free suite of programs which implement the Server Message Block (SMB) protocol.Originally developed for Unix by Andrew Tridgell at the Australian National University, the Samba server allows files and printers on the host operating system to be shared with clients such as Windows for Workgroups, DOS, OS/2, Windows NT and others.For example, instead of using telnet to log in to a Unix machine to edit a file there, a Windows 95 user might connect a drive in the Windows Explorer to a Samba server on the Unix machine and edit the file in a Windows editor.A Unix client called smbclient, built from the same source code, allows ftp-like access to SMB resources.Samba is available for many Unix variants, OS/2, and VMS. Porting to Novell Netware is in progress (August 1996).smblib is a portable generic library for making SMB calls for implementing client/server functions from within any program. Linux implements a complete file system (based on smbclient) so by default Linux users have full access to resources on LAN Server, Windows NT and LAN Manager networks. . (1998-11-22)
Samba "networking" A free suite of programs which implement the {Server Message Block} (SMB) protocol. Originally developed for {Unix} by Andrew Tridgell at the {Australian National University}, the Samba {server} allows files and printers on the {host} {operating system} to be shared with {clients} such as {Windows for Workgroups}, {DOS}, {OS/2}, {Windows NT} and others. For example, instead of using {telnet} to log in to a Unix machine to edit a file there, a {Windows 95} user might connect a drive in the Windows {Explorer} to a Samba server on the Unix machine and edit the file in a Windows editor. A Unix client called smbclient, built from the same {source code}, allows {ftp}-like access to SMB resources. Samba is available for many Unix variants, OS/2, and {VMS}. Porting to {Novell Netware} is in progress (August 1996). smblib is a {portable} generic library for making SMB calls for implementing {client/server} functions from within any program. {Linux} implements a complete file system (based on smbclient) so by default Linux users have full access to resources on {LAN Server}, Windows NT and {LAN Manager} networks. {(http://samba.org/samba/samba.html)}. (1998-11-22)
SAM {System Account Manager}
scratch monkey "humour" As in "Before testing or reconfiguring, always mount a {scratch monkey}", a proverb used to advise caution when dealing with irreplaceable data or devices. Used to refer to any scratch volume hooked to a computer during any risky operation as a replacement for some precious resource or data that might otherwise get trashed. This term preserves the memory of Mabel, the Swimming Wonder Monkey, star of a biological research program at the University of Toronto. Mabel was not (so the legend goes) your ordinary monkey; the university had spent years teaching her how to swim, breathing through a regulator, in order to study the effects of different gas mixtures on her physiology. Mabel suffered an untimely demise one day when a DEC engineer troubleshooting a crash on the program's VAX inadvertently interfered with some custom hardware that was wired to Mabel. It is reported that, after calming down an understandably irate customer sufficiently to ascertain the facts of the matter, a DEC troubleshooter called up the {field circus} manager responsible and asked him sweetly, "Can you swim?" Not all the consequences to humans were so amusing; the sysop of the machine in question was nearly thrown in jail at the behest of certain clueless droids at the local "humane" society. The moral is clear: When in doubt, always mount a scratch monkey. {ESR} notes: There is a version of this story, complete with reported dialogue between one of the project people and DEC field service, that has been circulating on Internet since 1986. It is hilarious and mythic, but gets some facts wrong. For example, it reports the machine as a {PDP-11} and alleges that Mabel's demise occurred when DEC {PM}ed the machine. Earlier versions of this entry were based on that story; this one has been corrected from an interview with the hapless sysop. A corespondent adds: The details you give are somewhat consistent with the version I recall from the Digital "War Stories" notesfile, but the name "Mabel" and the swimming bit were not mentioned, IIRC. Also, there's {a very detailed account (http://mv.com/ipusers/arcade/monkey.htm)} that claims that three monkies died in the incident, not just one. I believe Eric Postpischil wrote the original story at DEC, so his coming back with a different version leads me to wonder whether there ever was a real Scratch Monkey incident. [{Jargon File}] (2004-08-22)
scratch monkey ::: (humour) As in Before testing or reconfiguring, always mount a scratch monkey, a proverb used to advise caution when dealing with irreplaceable data risky operation as a replacement for some precious resource or data that might otherwise get trashed.This term preserves the memory of Mabel, the Swimming Wonder Monkey, star of a biological research program at the University of Toronto. Mabel was not (so the day when a DEC engineer troubleshooting a crash on the program's VAX inadvertently interfered with some custom hardware that was wired to Mabel.It is reported that, after calming down an understandably irate customer sufficiently to ascertain the facts of the matter, a DEC troubleshooter called up the field circus manager responsible and asked him sweetly, Can you swim?Not all the consequences to humans were so amusing; the sysop of the machine in question was nearly thrown in jail at the behest of certain clueless droids at the local humane society. The moral is clear: When in doubt, always mount a scratch monkey.ESR notes: There is a version of this story, complete with reported dialogue between one of the project people and DEC field service, that has been entry were based on that story; this one has been corrected from an interview with the hapless sysop.A corespondent adds: The details you give are somewhat consistent with the version I recall from the Digital War Stories notesfile, but the name Mabel with a different version leads me to wonder whether there ever was a real Scratch Monkey incident.[Jargon File](2004-08-22)
Sequenced Packet Exchange ::: (networking, protocol) (SPX) A transport layer protocol built on top of IPX. SPX is used in Novell NetWare systems for communications in client/server application programs, e.g. BTRIEVE (ISAM manager).SPX is not used for connections to the file server itself; this uses NCP. It has been extended as SPX-II. SPX/IPX perform equivalent functions to TCP/IP. .[Better reference?] (1999-05-27)
Sequenced Packet Exchange "networking, protocol" (SPX) A {transport layer} {protocol} built on top of {IPX}. SPX is used in {Novell NetWare} systems for communications in {client/server} {application programs}, e.g. {BTRIEVE} ({ISAM} manager). SPX is not used for connections to the {file server} itself; this uses {NCP}. It has been extended as SPX-II. SPX/IPX perform equivalent functions to {TCP/IP}. {(http://developer.novell.com/research/appnotes/1995/december/03/04.htm)}. [Better reference?] (1999-05-27)
Serial Storage Architecture ::: (SSA) IBM's proposed ANSI standard for a standard high-speed interface to disk clusters and arrays. SSA allows full-duplex packet multiplexed serial data transfers at rates of 20Mb/sec in each direction.According to John Taylor, programme manager at IBM's Storage Division at Havant, SSA will be used in arrays of discs working with high-end computers ranging from supports the P1394 standard which will be used primarily by desktop PCs for multimedia applications.SSA has received backing from a number of companies including connector makers Molex, ITT Cannon and AMP, disk drive makers Conner and Western Digital and RAID released at Comdex in Autumn 1994 but it will be 1995 before the products ship in volume.Under an agreement signed with ASIC maker and ARM licencee VLSI Technology, IBM will use ARM-based chips made by VLSI to implement the SSA interface and VLSI will make these cores available to third parties as one of its Functional System Blocks.
Serial Storage Architecture "storage" (SSA) IBM's proposed ANSI standard for a standard high-speed interface to disk clusters and arrays. SSA allows {full-duplex} {packet multiplexed} serial data transfers at rates of 20Mb/sec in each direction. According to John Taylor, programme manager at IBM's Storage Division at Havant, SSA will be used in arrays of discs working with high-end computers ranging from mainframes down to LAN servers. Taylor said that SSA differs from the {IEEE} proposed {P1394} serial interface specification in its ability to offer simultaneous multiplexed transfers from more than one disk or array. IBM also supports the P1394 standard which will be used primarily by desktop PCs for {multimedia} applications. SSA has received backing from a number of companies including connector makers Molex, ITT Cannon and AMP, disk drive makers Conner and Western Digital and RAID array suppliers like Dynatech and NCR. IBM expects to see the first SSA products released at Comdex in Autumn 1994 but it will be 1995 before the products ship in volume. Under an agreement signed with {ASIC} maker and {ARM} licencee {VLSI Technology}, IBM will use ARM-based chips made by VLSI to implement the SSA interface and VLSI will make these cores available to third parties as one of its Functional System Blocks.
Server Message Block "protocol" (SMB) A {client/server} {protocol} that provides file and printer sharing between computers. In addition SMB can share {serial ports} and communications abstractions such as {named pipes} and {mail slots}. SMB is similar to {remote procedure call} (RPC) specialised for file system access. SMB was developed by {Intel}, {Microsoft}, and {IBM} in the early 1980s. It has also had input from {Xerox} and {3Com}. It is the native method of file and print sharing for Microsoft {operating systems}; where it is called {Microsoft Networking}. {Windows for Workgroups}, {Windows 95}, and {Windows NT} all include SMB clients and servers. SMB is also used by {OS/2}, {Lan Manager} and {Banyan} {Vines}. There are SMB servers and clients for {Unix}, for example {Samba} and {smbclient}. SMB is a {presentation layer} protocol structured as a large set of commands (Server Message Blocks). There are commands to support file sharing, printer sharing, {user authentication}, resource browsing, and other miscellaneous functions. As clients and servers may implement different versions ("dialects") of the protocol they negotiate before starting a session. The {redirector} packages SMB requests into a {network control block} (NBC) structure that can be sent across the network to a remote device. SMB originally ran on top of the lower level protocols {NetBEUI} and {NetBIOS}, but now typically runs over {TCP/IP}. Microsoft have developed an extended version of SMB for the {Internet}, the {Common Internet File System} (CIFS), which in most cases replaces SMB. {CIFS} runs only runs over TCP/IP. {Just what is SMB? (http://samba.anu.edu.au/cifs/docs/what-is-smb.html)}. {IBM protocols (http://protocols.com/pbook/ibm.htm)}. {Microsoft SMB/CIFS documents (ftp://ftp.microsoft.com/developr/drg/CIFS/)}. (1999-08-08)
Server Message Block ::: (protocol) (SMB) A client/server protocol that provides file and printer sharing between computers. In addition SMB can share serial ports and communications abstractions such as named pipes and mail slots. SMB is similar to remote procedure call (RPC) specialised for file system access.SMB was developed by Intel, Microsoft, and IBM in the early 1980s. It has also had input from Xerox and 3Com. It is the native method of file and print sharing servers. SMB is also used by OS/2, Lan Manager and Banyan Vines. There are SMB servers and clients for Unix, for example Samba and smbclient.SMB is a presentation layer protocol structured as a large set of commands (Server Message Blocks). There are commands to support file sharing, printer functions. As clients and servers may implement different versions (dialects) of the protocol they negotiate before starting a session.The redirector packages SMB requests into a network control block (NBC) structure that can be sent across the network to a remote device.SMB originally ran on top of the lower level protocols NetBEUI and NetBIOS, but now typically runs over TCP/IP.Microsoft have developed an extended version of SMB for the Internet, the Common Internet File System (CIFS), which in most cases replaces SMB. CIFS runs only runs over TCP/IP. . . . (1999-08-08)
Simple Network Management Protocol version 2 ::: (protocol) (SNMP v2) A revision of Simple Network Management Protocol (not just a new MIB) which includes improvements in the areas of performance, security, confidentiality, and manager-to-manager communications.The major components of SNMPv2 are defined in the following RFCs: {RFC 1089} - SNMP over Ethernet{RFC 1140} - IAB Official Protocol Standards . . . (1997-12-02)
Simple Network Management Protocol version 2 "protocol" (SNMP v2) A revision of {Simple Network Management Protocol} (not just a new {MIB}) which includes improvements in the areas of performance, security, confidentiality, and manager-to-manager communications. The major components of SNMPv2 are defined in the following {RFCs}: {RFC 1089} - SNMP over Ethernet {RFC 1140} - IAB Official Protocol Standards {RFC 1155} - Structure and Identification of Management Information for TCP/IP based internets {RFC 1156} (H) - Management Information Base Network Management of TCP/IP based internets {RFC 1157} - A Simple Network Management Protocol {RFC 1158} - Management Information Base Network Management of TCP/IP based internets: MIB-II {RFC 1161} (H) - SNMP over OSI {RFC 1187} - Bulk Table Retrieval with the SNMP {RFC 1212} - Concise MIB Definitions {RFC 1213} - Management Information Base for Network Management of TCP/IP-based internets: MIB-II {RFC 1215} (I) - A Convention for Defining Traps for use with the SNMP {RFC 1224} - Techniques for Managing Asynchronously Generated Alerts {RFC 1270} (I) - SNMP Communication Services {RFC 1303} (I) - A Convention for Describing SNMP-based Agents {RFC 1470} (I) - A Network Management Tool Catalog {RFC 1298} - SNMP over IPX {RFC 1418} - SNMP over OSI {RFC 1419} - SNMP over IPX {RFC 1441} - Introduction to SNMP v2 {RFC 1442} - SMI For SNMP v2 {RFC 1443} - Textual Conventions for SNMP v2 {RFC 1444} - Conformance Statements for SNMP v2 {RFC 1445} - Administrative Model for SNMP v2 {RFC 1446} - Security Protocols for SNMP v2 {RFC 1447} - Party MIB for SNMP v2 {RFC 1448} - Protocol Operations for SNMP v2 {RFC 1449} - Transport Mappings for SNMP v2 {RFC 1450} - {MIB} for SNMP v2 {RFC 1451} - Manager to Manger MIB {RFC 1452} - Coexistance between SNMP v1 and SNMP v2 {FAQ (http://cis.ohio-state.edu/hypertext/faq/usenet/snmp-faq)}. {Introduction (http://gt-er.cg.org.br/documentacao/buffer/gerencia/faq1.html)}. {Cisco (http://cisco.com/cpropub/univ-src/ccdcp/data/doc/software/11_1/mib/mover.htm)}. (1997-12-02)
SNAFU principle /sna'foo prin'si-pl/ [WWII Army acronym for "Situation Normal: All Fucked Up"] "True communication is possible only between equals, because inferiors are more consistently rewarded for telling their superiors pleasant lies than for telling the truth." - a central tenet of {Discordianism}, often invoked by hackers to explain why authoritarian hierarchies screw up so reliably and systematically. The effect of the SNAFU principle is a progressive disconnection of decision-makers from reality. This lightly adapted version of a fable dating back to the early 1960s illustrates the phenomenon perfectly: In the beginning was the plan, and then the specification; And the plan was without form, and the specification was void. And darkness was on the faces of the implementors thereof; And they spake unto their leader, saying: "It is a crock of shit, and smells as of a sewer." And the leader took pity on them, and spoke to the project leader: "It is a crock of excrement, and none may abide the odor thereof." And the project leader spake unto his section head, saying: "It is a container of excrement, and it is very strong, such that none may abide it." The section head then hurried to his department manager, and informed him thus: "It is a vessel of fertilizer, and none may abide its strength." The department manager carried these words to his general manager, and spoke unto him saying: "It containeth that which aideth the growth of plants, and it is very strong." And so it was that the general manager rejoiced and delivered the good news unto the Vice President. "It promoteth growth, and it is very powerful." The Vice President rushed to the President's side, and joyously exclaimed: "This powerful new software product will promote the growth of the company!" And the President looked upon the product, and saw that it was very good. After the subsequent disaster, the {suits} protect themselves by saying "I was misinformed!", and the implementors are demoted or fired. [{Jargon File}]
Span of control - The number of subordinates working directly under a manager.
stacking order "graphics" The relationship between {windows} that (partially) obscure each other. A {window manager} will include commands to alter the stacking order by bringing a chosen window to the front (top) or back (bottom) of the stack. (1995-03-21)
stacking order ::: (graphics) The relationship between windows that (partially) obscure each other. A window manager will include commands to alter the stacking order by bringing a chosen window to the front (top) or back (bottom) of the stack. (1995-03-21)
Staff authority – Refers to the power to give advice, support, and service to line departments. Staff managers do not command others. Examples of staff authority are found in personnel, purchasing, engineering, and finance.
Staff managers - Specialist advisers who provide support to line managers and to the board of directors.
swing ::: is a fluctuation in the value of an asset, liability or account. This term commonly refers to a situation in which the price of an asset experiences a significant change over a short period. Swing may also be used to reference swing trading; a short-term trading strategy in which a trader attempts to capture gains by holding a security for only a few days. BREAKING DOWN 'Swing' A swing in the financial markets, which is caused by increased volatility, can be seen easily when the price of certain security undergoes rapid changes in value. Investors refer to these sharp shifts in price as a market swing. For example, it is not uncommon to see a major index swing from negative territory to positive territory just before the market close, or after an FOMC interest rate announcement. Swing trading is often used by individual investors to capture profits from the day-to-day fluctuations in a security’s price movement. Traders who use this strategy, often use swing highs and swing lows to time their entry and exits points. To find the best stocks to swing trade, many traders use websites that have access to stock market scanners, such as Yahoo! Finance, Finviz.com and StockCharts.com. On the other hand, financial institutions, such as banks, hedge funds and asset managers, do not often have the luxury of swing trading a position over a matter of days because the large size of their order would usually have too much impact on the price of the asset. (To learn more, see: Introduction to Swing Trading.)
System Account Manager "cryptography, operating system, security" (SAM) A {password} {database} stored as a {registry file} in {Windows NT} and {Windows 2000}. The System Account Manager (SAM) database stores users' passwords in a {hashed} format. Since a {hash function} is one-way, this provides some measure of security for the storage of the passwords. In an attempt to enhance the security of the SAM database against {offline cracking}, Microsoft introduced the {SYSKEY} utility in {Windows NT} 4.0. (2000-07-19)
System Account Manager ::: (cryptography, operating system, security) (SAM) A password database stored as a registry file in Windows NT and Windows 2000.The System Account Manager (SAM) database stores users' passwords in a hashed format. Since a hash function is one-way, this provides some measure of security SAM database against offline cracking, Microsoft introduced the SYSKEY utility in Windows NT 4.0.(2000-07-19)
system management ::: (job) Activities performed by a system manager, aiming to minimise the use of excessive, redundant resources to address the overlapping requirements of costs, diagnosis and repair, and migration to new hardware and software system versions.Compare: system administration. (1995-11-10)
system management "job" Activities performed by a system manager, aiming to minimise the use of excessive, redundant resources to address the overlapping requirements of performance balancing, network management, reducing outages, system maintenance costs, diagnosis and repair, and migration to new hardware and software system versions. Compare: {system administration}. (1995-11-10)
system manager {system management}
system mangler "humour" A humorous synonym for "{system manager}", possibly from the fact that one major {IBM} {operating system} had a {root} account called SYSMANGR. The term refers specifically to a systems programmer in charge of administration, software maintenance, and updates at some site. Unlike {admin}, this term emphasises the technical end of the skills involved. [{Jargon File}] (1995-11-10)
system mangler ::: (humour) A humorous synonym for system manager, possibly from the fact that one major IBM operating system had a root account called SYSMANGR. The term software maintenance, and updates at some site. Unlike admin, this term emphasises the technical end of the skills involved.[Jargon File] (1995-11-10)
tactician ::: n. --> One versed in tactics; hence, a skillful maneuverer; an adroit manager.
taskbar "operating system" The part of the {Microsoft Windows} {graphical user interface} (GUI) typically occupying a fixed strip along the bottom of the screen, showing a rectangular icon for each running {application}. The taskbar also contains the {Start menu} at its left-hand end and the {notification area} at the right-hand end. Other {toolbars} can be added such as the {Quick Launch toolbar}. Clicking an application's taskbar icon makes its windows visible in front of other windows and gives one of them the {input focus}, or if it is already in front, minimises it. Right-clicking an icon gives a {window manager} menu, possibly customised by the application. Right-clicking the taskbar itself performs global window manager actions such as minimising all windows and also allows you to set taskbar properties. The taskbar can be locked in position or resized or dragged to the top, left or right of the screen. (2007-06-13)
Technology Enabled Relationship Manager {Customer Relationship Management}
Terminal Productivity eXecutive ::: (operating system) (TPX) A multiple session manager used to access mainframe applications. It was written by Morgan Stanley, acquired by Duquesne losing your place; customize your TPX menu and send a screen image to another TPX user.TPX runs on MVS and VM. On VM, like VTAM, it uses the MVS-like facilities of GCS. It has a complete scripting facility and lets you see other user's sessions. The client-server version allows each managed session to open in its own window. Richard Kuebbing has built a complete e-mail system into it. .(2005-09-29)
Terminal Productivity eXecutive "operating system" (TPX) A multiple session manager used to access {mainframe} applications. It was written by {Morgan Stanley}, acquired by {Duquesne Systems} and is now owned by {Computer Associates}. TPX allows you to work in multiple mainframe applications concurrently; lock and unlock your TPX screen; place your applications on hold; logon to TPX from a different terminal without losing your place; customize your TPX menu and send a screen image to another TPX user. TPX runs on {MVS} and {VM}. On VM, like {VTAM}, it uses the MVS-like facilities of {GCS}. It has a complete {scripting} facility and lets you see other user's sessions. The {client-server} version allows each managed session to open in its own window. Richard Kuebbing has built a complete e-mail system into it. {Unicenter CA-TPX (http://www3.ca.com/Solutions/Product.asp?ID=1531)}. (2005-09-29)
The_80-20_rule ::: is a business rule of thumb that states that 80% of outcomes can be attributed to 20% of all causes for a given event. In business, the 80-20 rule is often used to point out that 80% of a company's revenue is generated by 20% of its total customers. Therefore, the rule is used to help managers identify and determine which operating factors are most important and should receive the most attention based on an efficient use of resources.
Tickle "text, tool" A {text editor}, file translator and {TCL} {interpreter} for the {Macintosh}. Version 5.0v1. The text editor breaks the 32K limit (like {MPW}). The file translation utilities support {drag and drop} handling via tcl scripts of {BinHex}, {MacBinary}, {Apple Computer} Single/Double, {StuffIt} (with engine), {Unix} {compress}, {Unix} {tar} and {UUencode} files as well as text translation. Tickle implements tcl 7.0 with {tclX} extensions and {Macintosh} equivalents of {Unix}'s {ls}, {pwd}, {cd} commands. It provides Macintosh access to {Resource Manager}, {Communications Toolbox}, {OSA} Components (and {AppleScript}), {Editions} (publish and subscribe) and {Apple Events} (including AEBuild and AEPrint). {OSA Script} support allows programming of any OSA scripting component within Tickle interpreter windows. It provides the OSAtcl and OSAJ {J}/{APL} extensions and creates "Ticklets" which are small {application programs} that carry only the tcl script and use code in the OSAtcl component to drive an application that allows {drag and drop} with tcl scripts. Tickle is scriptable and recordable. {(ftp://ftp.msen.com/pub/vendor/ice/tickle/Tickle5.0v1.hqx)}. E-mail: "time@ice.com". (1994-10-12)
Tickle ::: (text, tool) A text editor, file translator and TCL interpreter for the Macintosh.Version 5.0v1. The text editor breaks the 32K limit (like MPW).The file translation utilities support drag and drop handling via tcl scripts of BinHex, MacBinary, Apple Computer Single/Double, StuffIt (with engine), Unix compress, Unix tar and UUencode files as well as text translation.Tickle implements tcl 7.0 with tclX extensions and Macintosh equivalents of Unix's ls, pwd, cd commands. It provides Macintosh access to Resource Manager, in the OSAtcl component to drive an application that allows drag and drop with tcl scripts. Tickle is scriptable and recordable. .E-mail: . (1994-10-12)
Total quality management (TQM) - A managerial approach which focuses on quality and aims to improve the effectiveness, flexibility, and competitiveness of the business.
twm ::: Tab Window Manager.A window manager for the X Window System. Twm provides titlebars, shaped windows, several forms of icon management, user-defined macro functions, click-to-type and pointer-driven keyboard focus, and user-specified key and pointer button bindings. It can be extensively configured by a startup file.Twm was written by Tom LaStrange, Solbourne Computer; Jim Fulton, MIT X Consortium; Steve Pitschke, Stardent Computer; Keith Packard, MIT X Consortium; Dave Sternlicht, MIT X Consortium; Dave Payne, Apple Computer.An extended version, vtwm, provides a virtual desktop.[Why Tab?] (1995-02-14)
twm Tab Window Manager. A {window manager} for the {X Window System}. Twm provides {titlebars}, shaped windows, several forms of icon management, user-defined macro functions, {click-to-type} and pointer-driven {keyboard focus}, and user-specified key and pointer button bindings. It can be extensively configured by a startup file. Twm was written by Tom LaStrange, {Solbourne Computer}; Jim Fulton, MIT {X Consortium}; Steve Pitschke, {Stardent Computer}; Keith Packard, MIT X Consortium; Dave Sternlicht, MIT X Consortium; Dave Payne, {Apple Computer}. An extended version, {vtwm}, provides a {virtual desktop}. [Why "Tab"?] (1995-02-14)
upper memory block "storage" (UMB) Up to 64 {kilobytes} of the {expanded memory page frame} above the first 64 kilobytes. The UMB can be used to store {TSR} programs or {device drivers} thereby freeing parts of the precious {conventional memory}. The UMB is provided by special memory manager programs; many {EMMs} can provide UMB as well. (1996-01-10)
upper memory block ::: (storage) (UMB) Up to 64 kilobytes of the expanded memory page frame above the first 64 kilobytes. The UMB can be used to store TSR programs or UMB is provided by special memory manager programs; many EMMs can provide UMB as well. (1996-01-10)
VAX "computer" /vaks/ (Virtual Address eXtension) The most successful {minicomputer} design in industry history, possibly excepting its immediate ancestor, the {PDP-11}. Between its release in 1978 and its eclipse by {killer micros} after about 1986, the VAX was probably the {hacker}'s favourite machine, especially after the 1982 release of {4.2BSD} {Unix}. Especially noted for its large, {assembly code}-programmer-friendly {instruction set} - an asset that became a liability after the {RISC} revolution. VAX is also a British brand of {carpet cleaner (http://vax.co.uk/)} whose advertising slogan, "Nothing sucks like a VAX!" became a battle-cry of RISC partisans. It is even sometimes claimed that DEC actually entered a licencing deal that allowed them to market VAX computers in the UK in return for not challenging the carpet cleaner trademark in the US. The slogan originated in the late 1960s as "Nothing sucks like Electrolux", Electrolux AB being a rival Swedish company. It became a classic textbook example of the perils of not knowing the local idiom, which is ironic because, according to the Electrolux press manager in 1996, the double entendre was intentional. VAX copied the slogan in their promotions in 1986-1987, and it surfaced in New Zealand TV ads as recently as 1992! [{Jargon File}] (2000-09-28)
VUE ::: Visual User Environment: a desktop manager for Unix from Hewlett-Packard.
VUE Visual User Environment: a desktop manager for Unix from Hewlett-Packard.
weinuo. [alt. weina] (S. *karmadāna/*karmādāna; T. las su bsko ba; J. ina/ino; K. yuna 維那/唯那). In Chinese, "rector"; a term designating either the process of overseeing, or the specific supervisor of, such crucial monastic activities as apportioning dwellings, managing the refectory, arranging sleeping quarters, cleaning the monastery grounds, etc. According to various VINAYA codes and Chinese pilgrimage accounts such as YIJING's NANHAI JIGUI NEIFA ZHUAN, it was the rector's duty to strike instruments, such as gongs or chimes (GHAntA), to remind others of the monastic schedule. Assemblies, meals, and services were conducted with the help of the rector's announcements. Because of his formal role in maintaining the monastic schedule, the rector may have thus come to serve as the principal supervisor or manager of daily activities in the monastery. The Sanskrit term *karmadāna does not appear in the extant corpus of Indian Buddhist literature, although it is attested in the MAHĀVYUTPATTI Sanskrit-Tibetan lexicon, and the reconstruction is confirmed in Chinese transcriptions. In India, however, karmadāna may not necessarily have referred to a specific monastic office, but rather to the general act of "assigning" (lit. giving, DĀNA) "duties" (lit. action, viz., KARMAN) within the monastery. The Chinese term weinuo, however, clearly refers to a monastic office. The term is typically parsed as a combination of a lexical translation and phonetic transcription, and means something like "regulating (wei) the [dā]na," an interpretation related to the literal sense of the Sanskrit term as "assigning duties," and becomes used in East Asian Buddhism as the specific title of a monastic administrator who delegates responsibilities within the monastery-and thus a "rector." According to the Chinese monastic codes (QINGGUI), the rector was responsible for all matters regarding the SAMGHA and especially the saMgha hall (SENGTANG). The rector not only was in charge of the physical maintenance of the hall itself, but he also was called upon to settle issues, such as the determination of relative seniority or the appropriate punishment for transgressions committed by residents of the saMgha hall. The rector had the responsibility for appointing various low-ranking positions within the monastery, such as attendants, and conducted the tea ceremony. The weinuo also was in charge of leading the formal chanting at daily services, which involved much use of gongs and percussion instruments; weinuo is thus sometimes translated as functionally equivalent to the Western monastic office of "precentor," the leader of the monastic choir. In Korean monasteries, the yuna serves as a "rector" in that he has formal responsibility for enforcing discipline, making work assignments, and arranging the time for group work; in addition, however, he also serves as nominal head of the meditation compound in the monastery and spiritual advisor to the meditation monks.
welder ::: n. --> One who welds, or unites pieces of iron, etc., by welding.
One who welds, or wields.
A manager; an actual occupant.
wielder ::: n. --> One who wields or employs; a manager; a controller.
window manager "operating system" A part of a {window system} which arranges windows on a screen. It is responsible for moving and resizing windows, and other such functions common to all applications. Examples from the {X Window System} are {twm}, {gwm}, {olwm}. (1994-12-06)
window manager ::: (operating system) A part of a window system which arranges windows on a screen. It is responsible for moving and resizing windows, and other such functions common to all applications.Examples from the X Window System are twm, gwm, olwm. (1994-12-06)
Windows Open Service Architecture "architecture, library, Microsoft" (WOSA) One of the mainstays of {Microsoft Windows}: the ethos of {abstraction} of core {services}. For each extension, Windows {Open} Services {Architecture} defines an {API} and an {SPI}, as well as a universal interface (usually placed in a single {DLL}) that both comply to. These then {transparent}ly let the {operating system} speak to {device drivers}, {database managers}, and other {low level} entities. These extensions include, among others, {ODBC} (called the "crowning jewel of WOSA"), {TAPI}, {WOSA/XFS}, {SAPI} and {MAPI}, and their supporting services, as well as the abstraction of access to {printers}, {modems}, and {networking services}, which run identically over {TCP/IP}, {IPX/SPX}, and {NetBEUI}. (2000-08-16)
Windows Open Service Architecture ::: (architecture, library, microsoft) (WOSA) One of the mainstays of Microsoft Windows: the ethos of abstraction of core services.For each extension, Windows Open Services Architecture defines an API and an SPI, as well as a universal interface (usually placed in a single DLL) that both comply to.These then transparently let the operating system speak to device drivers, database managers, and other low level entities.These extensions include, among others, ODBC (called the crowning jewel of WOSA), TAPI, WOSA/XFS, SAPI and MAPI, and their supporting services, as well as the abstraction of access to printers, modems, and networking services, which run identically over TCP/IP, IPX/SPX, and NetBEUI.(2000-08-16)
WOOL Window Object Oriented Language. A small {Common Lisp}-like extension language. It claims to be the fastest interpreted language in {C} with {run-time types}. Colas Nahaboo "colas@sophia.inria.fr". Version 1 is used as the kernel language of the {GWM} window manager. Version 2 has an object system. {(ftp://export.lcs.mit.edu/contrib/gwm)}.
WOOL ::: Window Object Oriented Language. A small Common Lisp-like extension language. It claims to be the fastest interpreted language in C with run-time types. Colas . Version 1 is used as the kernel language of the GWM window manager. Version 2 has an object system. .
X.desktop ::: A desktop manager for Unix from IXI.
X.desktop A desktop manager for {Unix} from {IXI}.
XMM {Extended Memory Manager}
zip 1. "tool, compression, file format" A compressed {archive} containing one or more files, the act of creating it and its {filename extension}. Originally, such a "zip file" was created using {PKWare, Inc.}'s {PKZIP} {utility program} for {MS-DOS}. Due to the popularity of the original program, the format has spread to {Windows}, {Unix} and other {operating systems} and the function is often built into {file managers}. {unzip} is the corresponding de-archiver or the act of extracting files from an archive. The first two {bytes} of a zip file are the {ASCII} characters "PK" after {Phil Katz} who developed the original PKZIP. See also {gzip}, {tar and feather}. (1996-08-26) 2. "storage" {Zip Drive}. [{Jargon File}] 3. "functional programming" {zip function}. (2017-02-26)
KEYS (10k)
1 Sri Ramakrishna
NEW FULL DB (2.4M)
35 Anonymous
28 Marcus Buckingham
27 Peter Drucker
27 Ed Catmull
23 Laszlo Bock
19 Henry Mintzberg
15 Warren Buffett
12 Ben Horowitz
10 Walter Isaacson
9 Warren G Bennis
9 Tom Peters
9 Michael Lewis
9 Jack Welch
8 Sparky Anderson
8 Peter F Drucker
8 Michael Lopp
8 Clayton Christensen
7 Tom DeMarco
7 Brendan Rodgers
7 Alex Ferguson
1:Sri Ramakrishna has described the incident: "The Divine Mother revealed to me in the Kāli temple that it was She who had become everything. She showed me that everything was full of Consciousness. The image was Consciousness, the Altar was Consciousness, the water-vessels were Consciousness, the door-sill was Consciousness, the marble floor was Consciousness - all was Consciousness. I found everything inside the room soaked, as it were, in Bliss - the Bliss of God. I saw a wicked man in front of the Kāli temple; but in him also I saw the power of the Divine Mother vibrating. That was why I fed a cat with the food that was to be offered to the Divine Mother. I clearly perceived that all this was the Divine Mother - even the cat. The manager of the temple garden wrote to Mathur Bābu saying that I was feeding the cat with the offering intended for the Divine Mother. ~ Sri Ramakrishna, Gospel of Sri Ramakrishna, #KEYS
*** WISDOM TROVE ***
1:Don't be a time manager, be a priority manager. ~ denis-waitley, @wisdomtrove 2:The days of the & 3:If you have a great manager, you want to pay him very well. ~ warren-buffet, @wisdomtrove 4:A manager is responsible for the application and performance of knowledge. ~ peter-drucker, @wisdomtrove 5:The true measure of the value of any business leader and manager is performance. ~ brian-tracy, @wisdomtrove 6:If you want peace of mind I suggest you resign as general manager of the universe. ~ dan-millman, @wisdomtrove 7:The productivity of work is not the responsibility of the worker but of the manager. ~ peter-drucker, @wisdomtrove 8:I think that not relying too heavily on one bank and one bank manager is a good rule to learn. ~ richard-branson, @wisdomtrove 9:If a manager spends more than 10 percent of his time on "human relations" the group is probably too large. ~ peter-drucker, @wisdomtrove 10:As a business owner or manager, you know that hiring the wrong person is the most costly mistake you can make. ~ brian-tracy, @wisdomtrove 11:I want to encourage you to place yourself totally into God's hands and allow Him to be the Manager of your life. ~ joyce-meyer, @wisdomtrove 12:That energy which makes a child hard to manage is the energy which afterwards makes him a manager of life. ~ henry-ward-beecher, @wisdomtrove 13:My manager said, "Don't use liquor as a crutch!" I can't use liquor as a crutch, because a crutch helps me walk. ~ mitch-hedberg, @wisdomtrove 14:As a manager you're paid to be uncomfortable. If you're comfortable, it's a sure sign you're doing things wrong. ~ peter-drucker, @wisdomtrove 15:There is one qualification the manager cannot acquire but must bring to the task. It is not genius; it is character. ~ peter-drucker, @wisdomtrove 16:The manager is a servant. His master is the institution he manages and his first responsibility must therefore be to it. ~ peter-drucker, @wisdomtrove 17:The job of a professional manager is not to like people. It is not to change people. It is to put their strengths to work. ~ peter-drucker, @wisdomtrove 18:A good manager is best when people barely know that he exists. Not so good when people obey and acclaim him. Worse when they despise him. ~ lao-tzu, @wisdomtrove 19:The funny thing is people won't let me pay for things. I'll be in a restaurant and the manager will say, & 20:Time is like an enterprising manager always bent on staging some new and surprising production, without knowing very well what it will be. ~ george-santayana, @wisdomtrove 21:Information is the manager's main tool, indeed the manager's capital, and it is he who must decide what information he needs and how to use it. ~ peter-drucker, @wisdomtrove 22:I found that competition was supposed to be a menace and that a good manager circumvented his competitors by getting a monopoly by artificial means. ~ henry-ford, @wisdomtrove 23:To be a manager requires more than a title, a big office, and other outward symbols of rank. It requires competence and performance of a high order. ~ peter-drucker, @wisdomtrove 24:The manager who comes up with the right solution to the wrong problem is more dangerous than the manager who comes up with the wrong solution to the right problem. ~ peter-drucker, @wisdomtrove 25:A manager sets objectives - A manager organizes - A manager motivates and communicates - A manager, by establishing yardsticks, measures - A manager develops people. ~ peter-drucker, @wisdomtrove 26:Don't be a time manager, be a priority manager. Cut your major goals into bite-sized pieces. Each small priority or requirement on the way to ultimate goal become a mini goal in itself. ~ denis-waitley, @wisdomtrove 27:A manager's task is to make the strengths of people effective and their weakness irrelevant - and that applies fully as much to the manager's boss as it applies to the manager's subordinates. ~ peter-drucker, @wisdomtrove 28:There is no real limit to how much better a person who really commits to getting better can get. Every manager has the potential to become an excellent manager for the rest of his or her career. ~ brian-tracy, @wisdomtrove 29:It has been said, and only half in jest, that a tough, professionally led union is a great force for improving management performance. It forces the manager to think about what he is doing and to be able to explain his actions and behavior. ~ peter-drucker, @wisdomtrove 30:I wrote my first two long novels and an anthology of short narratives, when I was a manager of my own jazz bar. There was not enough time to write and I didn't know how to write novels. Therefore, I made written collages of aphorisms and rags. ~ haruki-murakami, @wisdomtrove 31:The manager, in today's world, doesn't get paid to be a steward of resources, a favored term not so many years ago. He or she gets paid for one and only one thing: to make things better (incrementally and dramatically), to change things, to act - today. ~ tom-peters, @wisdomtrove 32:My rather puritanical view is that any investment manager, whether operating as broker, investment counselor of a trust department, investment company, etc., should be willing to state unequivocally what he is going to attempt to accomplish and how he proposes to measure the extent to which he gets the job done. ~ warren-buffet, @wisdomtrove 33:There is one thing of which I can assure you. If good performance of the fund is even a minor objective, any portfolio encompassing one hundred stocks (whether the manager is handling one thousand dollars or one billion dollars) is not being operated logically. The addition of the one hundredth stock simply can't reduce the potential variance in portfolio performance sufficiently to compensate for the negative effect its inclusion has on the overall portfolio expectation. ~ warren-buffet, @wisdomtrove 34:How did I get into the world? Why was I not asked about it and why was I not informed of the rules and regulations but just thrust into the ranks as if I had been bought by a peddling shanghaier of human beings? How did I get involved in this big enterprise called actuality? Why should I be involved? Isn't it a matter of choice? And if I am compelled to be involved, where is the manager—I have something to say about this. Is there no manager? To whom shall I make my complaint? ~ soren-kierkegaard, @wisdomtrove 35:What is the manager's job? It is to direct the resources and the efforts of the business toward opportunities for economically significant results. This sounds trite - and it is. But every analysis of actual allocation of resources and efforts in business that I have ever seen or made showed clearly that the bulk of time, work, attention, and money first goes to problems rather than to opportunities, and, secondly, to areas where even extraordinarily successful performance will have minimal impact on results. ~ peter-drucker, @wisdomtrove *** NEWFULLDB 2.4M ***
1:Design Manager, Social ~ Anonymous, #NFDB
2:Who is his manager? Milton Bradley. ~ Edge, #NFDB
3:A manager doesn't hear the cheers. ~ Alvin Dark, #NFDB
4:investment manager for the House of ~ Daniel Silva, #NFDB
5:No manager ever won no ballgames. ~ Sparky Anderson, #NFDB
6:A baseball manager is a necessary evil. ~ Sparky Anderson, #NFDB
7:I never thought I was a very good manager. ~ Barry Diller, #NFDB
8:Custom! that skilful but unhurrying manager ~ Marcel Proust, #NFDB
9:My manager always preaches golf comes first. ~ Bubba Watson, #NFDB
10:a manager who is having someone manage up to them. ~ Ed Catmull, #NFDB
11:Obama’s side was Jim Messina, his campaign manager. ~ Anonymous, #NFDB
12:Manager solves problems, leader prevents them. ~ Albert Einstein, #NFDB
13:The manager administers; the leader innovates. ~ Warren G Bennis, #NFDB
14:My manager has a car payment, so I work every night. ~ Carrot Top, #NFDB
15:The days of the 'intuitive' manager are numbered. ~ Peter Drucker, #NFDB
16:Your time as a manager is finite and valuable. ~ Matthew Yglesias, #NFDB
17:...a growth-minded manager - a guide, not a judge. ~ Carol S Dweck, #NFDB
18:Any manager can do well in an expanding market. ~ W Edwards Deming, #NFDB
19:Sir Alex Ferguson ceases to amaze me as a manager ~ Tony Cascarino, #NFDB
20:A manager says 'go,' but a leader says 'let's go'. ~ John C Maxwell, #NFDB
21:I'm a risk manager, but I'm also a risk taker. ~ Anthony Scaramucci, #NFDB
22:There's a manager (Billy Martin) I could play for. ~ Reggie Jackson, #NFDB
23:My manager and my agents, they go over my contracts. ~ Gerard Butler, #NFDB
24:The one word that makes a good manager - decisiveness. ~ Lee Iacocca, #NFDB
25:Time is a great manager: it arranges things well. ~ Pierre Corneille, #NFDB
26:Chris Brown, a software-development manager at the time. ~ Brad Stone, #NFDB
27:Everybody needs a career manager."- Lady Macbeth ~ Robert Lynn Asprin, #NFDB
28:I want to be a manager for new artists, get real estate. ~ Lil Boosie, #NFDB
29:You're not a real manager unless you've been sacked. ~ Malcolm Allison, #NFDB
30:be a maker in the morning and a manager in the afternoon. ~ Gary Keller, #NFDB
31:I go by records and Bob Paisley is the No 1 manager ever! ~ Alan Hansen, #NFDB
32:In a time of chaos, it is the micro-manager who ascends ~ Niall Ferguson, #NFDB
33:I am very proud and honour-red to be the England manager. ~ Fabio Capello, #NFDB
34:My most romantic job: I was a manager at Baskin-Robbins. ~ Eric McCormack, #NFDB
35:The international manager reconciles cultural dilemmas ~ Fons Trompenaars, #NFDB
36:The players make the manager, it's never the other way. ~ Sparky Anderson, #NFDB
37:My manager says we've been working with the FDA on this. ~ Carlos Gonzalez, #NFDB
38:He was making the inevitable pivot from critic to manager. ~ Chris Matthews, #NFDB
39:A great property manager is key to success in real estate. ~ Robert Kiyosaki, #NFDB
40:A manager has his cards dealt to him and he must play them. ~ Miller Huggins, #NFDB
41:If you have a great manager, you want to pay him very well. ~ Warren Buffett, #NFDB
42:My dad is a great manager. He's not just competent - he's very clever. ~ Nico, #NFDB
43:What I expect is a little more respect from a fellow manager. ~ Sam Allardyce, #NFDB
44:The manager asks how and when; the leader asks what and why. ~ Warren G Bennis, #NFDB
45:The manager accepts the status quo; the leader challenges it. ~ Warren G Bennis, #NFDB
46:The prime occupational hazard of a manager is superficiality. ~ Henry Mintzberg, #NFDB
47:A manager must be experienced as a support, not as a threat Here ~ John Whitmore, #NFDB
48:There's a big difference between a decisive manager and a tyrant. ~ Mary Kay Ash, #NFDB
49:When results aren't good the manager gets the sack, that's the game. ~ Roy Keane, #NFDB
50:The manager does things right; the leader does the right thing. ~ Warren G Bennis, #NFDB
51:To be a good manager of people requires both fairness and bluntness. ~ James Cook, #NFDB
52:I'm open to any collabos if the price is right, just hit up my manager. ~ Yukmouth, #NFDB
53:A manager can't act like a role model. They need to BE a role model. ~ Ben Horowitz, #NFDB
54:I'm a project manager, not a magician. Magicians have way cooler hats. ~ Merlin Mann, #NFDB
55:My mother is my manager and so knows exactly what I do and so on. ~ Jonathan Brandis, #NFDB
56:And even if I don’t argue with my manager, he’s worried that I might. In ~ Laszlo Bock, #NFDB
57:He's pulling him off! The Spanish manager is pulling his captain off ~ George Hamilton, #NFDB
58:The manager could not even talk to us at the interval. He said we were bad. ~ John Terry, #NFDB
59:JUSTICE: Nothing bothers me. I'm unflappable. It's why I'm a good manager. ~ Bijou Hunter, #NFDB
60:More than anyone else, he's (Hank Aaron) made me wish I wasn't a manager. ~ Walter Alston, #NFDB
61:A manager is responsible for the application and performance of knowledge. ~ Peter Drucker, #NFDB
62:Being a manager is about getting into the minds of the people you represent. ~ Sandy Gallin, #NFDB
63:When John (Giles) was manager of Ireland, much as he loved me, he still dropped me. ~ Eamon, #NFDB
64:A manager is responsible for the application and performance of knowledge. ~ Peter F Drucker, #NFDB
65:I do want to be a manager one day. It might be 10 years, I don't know when. ~ Paul Gascoigne, #NFDB
66:If a chairman sacks the manager he initially appointed, he should go as well. ~ Brian Clough, #NFDB
67:The responsibility will always go with the manager - you put out the team. ~ Brendan Rodgers, #NFDB
68:A leader knows what's best to do; a manager knows merely how best to do it. ~ Kenneth Adelman, #NFDB
69:Any artist manages his own business along with his manager. Every band should. ~ Art Alexakis, #NFDB
70:People who cost too much: manager, lawyer, publicist, label, music publisher. ~ Roger McNamee, #NFDB
71:Finally, my manager negotiated a deal where I got to produce my own records. ~ Waylon Jennings, #NFDB
72:My manager said the next best inspiration to heartbreak is travel, and it's true. ~ Beth Orton, #NFDB
73:My manager wants me to dress like a nun and I want to dress like a teenager. ~ Anna Kournikova, #NFDB
74:One of the dumber things my manager said was, Stick to the melody. But I can't. ~ Shawn Colvin, #NFDB
75:The manager has a short-range view; the leader has a long-range perspective. ~ Warren G Bennis, #NFDB
76:When a manager asks for hard data, that's usually just his way of saying no. ~ Ward Cunningham, #NFDB
77:And now, the bane of your existence, the killer of all joys, the Stage Manager- ~ Lisa Mantchev, #NFDB
78:I wouldn't say I was the best manager in the business. But I was in the top one. ~ Brian Clough, #NFDB
79:I do appreciate that the most important thing as manager is to get good results. ~ Stuart Pearce, #NFDB
80:I had a terrible manager once who described my career as 'spiraling downward. ~ Rickie Lee Jones, #NFDB
81:An investor doesn’t have a prayer of picking a manager that can deliver true alpha. ~ Eugene Fama, #NFDB
82:I’ve gone from manager to knight in two days. I think I deserve a bump in salary. ~ Max Gladstone, #NFDB
83:The C.E.O.'s job in a creativity-driven company is to be an impresario, not a manager. ~ John Kao, #NFDB
84:There’s nothing more dangerous to group cohesion than a manager who feels threatened. ~ Anonymous, #NFDB
85:A housefly has a longer life expectancy than the manager of a Premier League team. ~ Alex Ferguson, #NFDB
86:Grades don't measure anything other than your relevant obedience to a manager. ~ John Taylor Gatto, #NFDB
87:We had gotten a permanent room by banging the manager, and, on occasion, his son. ~ Laurelin Paige, #NFDB
88:My first move as the manager of the machine shop was to introduce standardized work. ~ Taiichi Ohno, #NFDB
89:There is nothing more dangerous than when a manager learns a new piece of lingo. ~ William Hertling, #NFDB
90:An evil genius. —ALEX KOVZHUN, on Trump’s campaign manager Paul Manafort, summer 2016 ~ Luke Harding, #NFDB
91:Calvin Johnson, the New Jersey Dragons new general manager. Their dress shoes clacked ~ Harlan Coben, #NFDB
92:If we play in the right way and do what the manager asks us then we will win games. ~ Steven Gerrard, #NFDB
93:The manager has his eye on the bottom line; the leader has his eye on the horizon. ~ Warren G Bennis, #NFDB
94:The productivity of work is not the responsibility of the worker but of the manager. ~ Peter Drucker, #NFDB
95:A good manager is now by definition a leader. Equally, a good leader will also be a manger ~ John Adair, #NFDB
96:I think that the best training a top manager can be engaged in is management by example. ~ Carlos Ghosn, #NFDB
97:My manager makes fun of me for the fact that I avoid the money, I’m allergic to money... ~ Martin Starr, #NFDB
98:One thing I've learned is that I'm not the owner of my talent; I'm the manager of it. ~ Madonna Ciccone, #NFDB
99:The agenda should be crafted by the employee who reports to the manager not the manager. ~ Keith Rabois, #NFDB
100:Training is, quite simply, one of the highest-leverage activities a manager can perform. ~ Ben Horowitz, #NFDB
101:Your job, as a manager, is to get better outcomes from a group of people working together. ~ Julie Zhuo, #NFDB
102:I had started doing theater in high school, and while I was doing that, I got my manager. ~ Michael Rady, #NFDB
103:My mother is an office manager, my father a professor of economics and financial planner. ~ Poppy Z Brite, #NFDB
104:General Mills Editorial Director: Jeff Nowak Publishing Manager: Christine Gray Editors: Karen ~ Anonymous, #NFDB
105:Sometimes when I'm directing, the stage manager will have a good idea and that's okay with me. ~ Adam Rapp, #NFDB
106:the middle manager is doomed to remain just that. Once an office rat, always an office rat. ~ Corinne Maier, #NFDB
107:A few times I saw a chicken walking around importantly, like some kind of a regional manager. ~ Elif Batuman, #NFDB
108:Can a middle manager put Teal practices in place for the department he is responsible for? ~ Frederic Laloux, #NFDB
109:The manager asks how and when; the leader asks what and why - Warren Bennis, Leadership Guru ~ Ernest Becker, #NFDB
110:The manager's function is not to make people work, but to make it possible for people to work. ~ Tom DeMarco, #NFDB
111:The manager’s function is not to make people work, but to make it possible for people to work. ~ Tom DeMarco, #NFDB
112:The problem is, we elected a manager and we need a leader. Let's face it: Bush is just dim. ~ George Clooney, #NFDB
113:The technique is marvelously described in the classic management text The One Minute Manager. ~ Ben Horowitz, #NFDB
114:Understanding how to be a good investor makes you a better business manager and vice versa. ~ Charlie Munger, #NFDB
115:If I Had To Sum Up In One Word The Qualities That Make Up A Good Manager, I'd Say Decisiveness. ~ Lee Iacocca, #NFDB
116:I always liked Casey Stengel as a manager because he seemed to have a grasp of so many things. ~ Walter Alston, #NFDB
117:I'm an office manager for Office Max. I have two daughters. I'm married. I have a normal Job. ~ Suzanne Crough, #NFDB
118:A pitching coach is a manager's best friend. He's handling 12 out of the 25 players on the team. ~ Lou Piniella, #NFDB
119:Mutual fund manager performance does not persist and the return of stock picking is zero. ~ William J Bernstein, #NFDB
120:The manager is to be blamed who distributes parts to his players which they are unable to act. ~ Franz Schubert, #NFDB
121:I think that not relying too heavily on one bank and one bank manager is a good rule to learn. ~ Richard Branson, #NFDB
122:it is not the manager’s job to prevent risks. It is the manager’s job to make it safe to take them. ~ Ed Catmull, #NFDB
123:I've learned the number one job of a pro manager is not to win championships but to keep their job. ~ Mark Cuban, #NFDB
124:I went to drama school but it was very hard to get work until I was made assistant stage manager. ~ Brian Blessed, #NFDB
125:Clock time is our bank manager, tax collector, police inspector; this inner time is our wife. ~ Audrey Niffenegger, #NFDB
126:it is not the manager’s job to prevent risks. It is the manager’s job to make it safe to take them. • ~ Ed Catmull, #NFDB
127:The fact is: You are not a manager of circumstance, you're the architect of your life's experience. ~ Tony Robbins, #NFDB
128:A Wall Street money manager should not be able to pay a lower tax rate than a teacher or a nurse. ~ Hillary Clinton, #NFDB
129:there are only two ways for a manager to improve the output of an employee: motivation and training. ~ Ben Horowitz, #NFDB
130:I didn't think it would be possible, but it appears Isiah Thomas is a worse general manager than coach. ~ Mark Boyle, #NFDB
131:Dick Levin’s Buy Low, Sell High, Collect Early, and Pay Late: The Manager’s Guide to Financial Survival, ~ Ed Catmull, #NFDB
132:Second-guessing a Red Sox manager is like bemoaning Cape Cod traffic — it’s a time-honored summer ritual. ~ Anonymous, #NFDB
133:After one look at this planet any visitor from outer space would say 'I want to see the manager. ~ William S Burroughs, #NFDB
134:Donald Trump's campaign manager said that you built a lot of businesses on the backs of little guys. ~ Hillary Clinton, #NFDB
135:I think maintaining relationships with my friends, my mother, my manager, they're all important. ~ Christina Applegate, #NFDB
136:The people who work with you as their manager will look to you as one of their sources of wisdom ~ Kenneth H Blanchard, #NFDB
137:After one look at this planet any visitor from outer space would say 'I want to see the manager.' ~ William S Burroughs, #NFDB
138:Both of the Villa scorers were born in Liverpool, as was the Villa manager, who was born in Birkenhead. ~ David Coleman, #NFDB
139:Finance is the art or science of managing revenues and resources for the best advantage of the manager ~ Ambrose Bierce, #NFDB
140:If I have to tell a guy he's got something to do, I consider myself a failure as a manager. ~ William Redington Hewlett, #NFDB
141:The England manager job is not for me - I'm very happy wih what I'm doing in French football for now. ~ Gerard Houllier, #NFDB
142:The index performance is not mediocre—it exceeds the results achieved by the typical active manager. ~ Burton G Malkiel, #NFDB
143:Barney told me he’d written ‘Liar’ about our manager. I was really shocked when I saw the lyrics. Poor Rob. ~ Peter Hook, #NFDB
144:He (Honus Wagner) was the nearest thing to a perfect player no matter where his manager chose to play him. ~ John McGraw, #NFDB
145:I don't like the anonymity of the banking process - people now don't have a bank manager they ever meet. ~ Anne Robinson, #NFDB
146:I would love to get back to the big leagues as a coach, possibly a manager. I would love that opportunity. ~ Gary Carter, #NFDB
147:The greatest manager has a knack for making ballplayers think they are better than they think they are. ~ Reggie Jackson, #NFDB
148:To be a manager is to be part detective. The clues are everywhere, the skill is in reading them. When ~ Jonathan Raymond, #NFDB
149:A manager will take six months to get to know his staff, but they will take only six days to get to know him ~ John Adair, #NFDB
150:If a manager spends more than 10 percent of his time on "human relations" the group is probably too large. ~ Peter Drucker, #NFDB
151:Oh, I wouldn’t read that if I were you,” said the manager lightly, looking to see what Harry was staring at. ~ J K Rowling, #NFDB
152:Right!” The guard took off around one end of the desk. The manager ran around the other. Circle after circle. ~ Tim Dorsey, #NFDB
153:Toughest thing for me as a young manager is that a lot of my players saw me play. They know how bad I was. ~ Tony La Russa, #NFDB
154:I got a note from the stage manager one night that someone wanted to meet me. And it was Steven Spielberg. ~ Corey Reynolds, #NFDB
155:Until Scrubs, I didnt have a business manager. I learned everything on my own - and I learned the hard way. ~ Donald Faison, #NFDB
156:A manager of people knows that in this stable state it is distracting to tell the worker about a mistake. ~ W Edwards Deming, #NFDB
157:I feel like I have reached the stage where I can no longer produce for my club, my manager, and my teammates. ~ Joe DiMaggio, #NFDB
158:We want to live. THE MANAGER (ironically). For Eternity? THE FATHER No, sir, only for a moment... in you. ~ Luigi Pirandello, #NFDB
159:As a manager, you always have a gun to your head. It's a question of whether there is a bullet in the barrel. ~ Kevin Keegan, #NFDB
160:Grateful to The Kerry Gaynor Method for saving my manager's life. He quit smoking thanks to their genius Method. ~ Steve Aoki, #NFDB
161:In the end, as a manager or coach, you have to keep your heart pure and do your best as a manager or a coach. ~ Tony La Russa, #NFDB
162:The regular campaign staff, including the regular campaign manager, had no idea that the shadow staff existed. ~ John Sandford, #NFDB
163:Every manager dreams of a job like this [the England job] and I will be sure to learn English within one month. ~ Fabio Capello, #NFDB
164:That energy which makes a child hard to manage is the energy which afterwards makes him a manager of life. ~ Henry Ward Beecher, #NFDB
165:we suggest that the term “manager” be replaced with the word “coach,” which more accurately describes the role. ~ Verne Harnish, #NFDB
166:As a manager the important thing is not what happens when you are there, but what happens when you are not there ~ Ken Blanchard, #NFDB
167:being a manager’ means not merely assuming a position of authority but also becoming more dependent on others, ~ Henry Mintzberg, #NFDB
168:For a manager to be perceived as a positive manager, they need a four to one positive to negative contact ratio. ~ Ken Blanchard, #NFDB
169:I'm a technical manager, but I don't have to take care of people. I only have to worry about technology itself. ~ Linus Torvalds, #NFDB
170:It has been an honor and a privilege to have had the chance to come back to Liverpool Football Club as manager. ~ Kenny Dalglish, #NFDB
171:I think the best thing you can do is be aware that as a first time founder you are likely to be a very bad manager. ~ Sam Altman, #NFDB
172:My manager said, "Don't use liquor as a crutch!" I can't use liquor as a crutch, because a crutch helps me walk. ~ Mitch Hedberg, #NFDB
173:And in this role (the Stage Manager) I could speak from my heart, you know!....provided I can memorize the lines. ~ Spalding Gray, #NFDB
174:Seagull Manager: A manager who flies in, makes a lot of noise, poops on everything, and then leaves. ~ Bathroom Readers Institute, #NFDB
175:If you pray for things, I am proof that they can happen. I want to repay the manager's faith in bringing me back. ~ Robbie Fowler, #NFDB
176:I have been skeptical and not trusting of traditional models of the entertainment industry. I never got a manager. ~ Tim Heidecker, #NFDB
177:I work hard to improve myself as a person - as a father, as a husband, as a manager. I'm always on that mission. ~ Michael Johnson, #NFDB
178:Telephone message on his manager's answering machine shortly before dying of heroin overdose: I need help bad, man. ~ Jimi Hendrix, #NFDB
179:I always said you couldn’t trust those people from Purchasing,” said the Deputy Financial Manager. “The bastards. ~ Terry Pratchett, #NFDB
180:In order to become a big-league manager you have to be in the right place at the right time. That's rule number one. ~ Leo Durocher, #NFDB
181:Intuition, luck, mistakes, serendipity—there you have four vital business concepts that every manager should know. ~ Ricardo Semler, #NFDB
182:I remember my manager telling me, 'Be myself, be humble, keep rooted, keep God first'. Those words were very helpful. ~ John Boyega, #NFDB
183:the typical small business owner is only 10 percent Entrepreneur, 20 percent Manager, and 70 percent Technician. ~ Michael E Gerber, #NFDB
184:Today, a skilled manager makes more than the owner. And owners fight each other to get the skilled managers. ~ Mikhail Khodorkovsky, #NFDB
185:Yesterday, Saddam Hussein got 100 percent of the vote. Well, that's according to Saddam's campaign manager, Jeb Hussein. ~ Jay Leno, #NFDB
186:As a manager you're paid to be uncomfortable. If you're comfortable, it's a sure sign you're doing things wrong. ~ Peter Drucker, #NFDB
187:But what Weaver could do that no other manager could do so well was recognize talent, and know its limitations. Thus ~ Daniel Okrent, #NFDB
188:There is one qualification the manager cannot acquire but must bring to the task. It is not genius; it is character. ~ Peter Drucker, #NFDB
189:Any manager will tell you that they would rather win one and lose two than to draw three, because you get more points ~ Les Ferdinand, #NFDB
190:My plan is to have a theatre in some small town or something and I'll be manager. Ill be the crazy old movie guy. ~ Quentin Tarantino, #NFDB
191:The job of a manager is to support his or her staff, not vice versa, and that begins by being among them. ~ William Redington Hewlett, #NFDB
192:The Muppets are no joke. They are for real. Each one has an agent and manager and all that stuff. I'm not even kidding. ~ Terry Crews, #NFDB
193:As a manager, the more you talk about something without following up with action, the less those words will matter. ~ Jonathan Raymond, #NFDB
194:While a ten-year survival rate for a trader is in the single digits, that of a risk manager is close to 100%). ~ Nassim Nicholas Taleb, #NFDB
195:A manager can also achieve this if work is not considered a “task” to be completed, but an opportunity to learn. ~ Radhakrishnan Pillai, #NFDB
196:I'm almost like three people. There's me the, Dolly, the person. There's me, the star. And then there's me, the manager. ~ Dolly Parton, #NFDB
197:The manager's job - the impresario's job - is to preside over the company's efforts to jam so the business runs really well. ~ John Kao, #NFDB
198:If I told my wife I was going to become a manager she'd say 'sign this then. Don't worry it's only a divorce. Au revoir'. ~ David Ginola, #NFDB
199:The manager is a servant. His master is the institution he manages and his first responsibility must therefore be to it. ~ Peter Drucker, #NFDB
200:What’s a manager to do without these traditional sticks and carrots? The only thing that’s left. “Managers serve the team, ~ Laszlo Bock, #NFDB
201:A player does not have to like a manager and he does not have to respect a manager. All he has to do is obey the rules. ~ Sparky Anderson, #NFDB
202:Both fathers, Hunter Moore, a physician, and Chick Baldwin, a hedge fund manager, were summoned from their places of work. ~ Harlan Coben, #NFDB
203:It is a truth universally acknowledged that a sane employee in possession of his wits must be in want of a good manager. ~ Charles Stross, #NFDB
204:A manager may be tough and practical, squeezing out, while the going is good, the last ounce of profit and dividend . . . ~ Robert Menzies, #NFDB
205:I like to think that I've been a good manager. That fact has been very instrumental in making Linux a successful product. ~ Linus Torvalds, #NFDB
206:The job of a professional manager is not to like people. It is not to change people. It is to put their strengths to work. ~ Peter Drucker, #NFDB
207:The sports world is an echo chamber. All it takes is one quote from a general manager and a thousand sports columns bloom. ~ Michael Lewis, #NFDB
208: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. ~ Tyler Posey, #NFDB
209:If you are an effective manager of your self, your discipline comes from within; it is a function of your independent will. ~ Stephen Covey, #NFDB
210:there are times when nothing beats talking to your manager in person or sitting in a room with your colleagues, brainstorming ~ Jason Fried, #NFDB
211:When I got hoarse, the manager would say, 'Drink this. Joplin used to drink this,' and I used to say, 'Joplin? Joplin's dead ~ Cyndi Lauper, #NFDB
212:You know, Taylor, I told his manager that your reputation in this firm is that you can go head-to-head with any man. And win. ~ Julie James, #NFDB
213:Guys who can’t get a job on Wall Street get a job at Moody’s,” as one Goldman Sachs trader-turned-hedge fund manager put it. ~ Michael Lewis, #NFDB
214:Everyone should own a piece of the wealth-producing capital of this country, but not everyone can be a manager. Or should be. ~ Louis O Kelso, #NFDB
215:Ex-Fidelity mutual fund manager Peter Lynch was certainly brilliant in one respect: he knew to get out when the gettin was good. ~ Bill Gross, #NFDB
216:The key to a good one-on-one meeting is the understanding that it is the employee’s meeting rather than the manager’s meeting. ~ Ben Horowitz, #NFDB
217:there is no reason that a manager shouldn’t be participating in this massive global cross-pollination information cluster-fuck ~ Michael Lopp, #NFDB
218:take such delight in those chunky highlights. They are the visual manifestation of a request to speak with a manager at Applebee’s. ~ R S Grey, #NFDB
219:Yancy asked to see the credit card receipt for their meal. It was signed by Lane Coolman, Buck Nance's agent/manager/ass-wiper. ~ Carl Hiaasen, #NFDB
220:The next time you’re feeling uncertain, remind yourself that you’re the creator of your life, not a manager of circumstances. ~ Anthony Robbins, #NFDB
221:It's nice to come into a town and be referred to as the manager of the Cleveland Indians instead of as the first black manager. ~ Frank Robinson, #NFDB
222:The first big part of your job as a manager is to ensure that your team knows what success looks like and cares about achieving it. ~ Julie Zhuo, #NFDB
223:A good manager is best when people barely know that he exists. Not so good when people obey and acclaim him. Worse when they despise him. ~ Laozi, #NFDB
224:If I was a guy I wouldn't be bossy, I would be strong. If I was a guy I wouldn't be a micro-manager, I would be across the detail. ~ Peta Credlin, #NFDB
225:If you don't hire at least one or two people that are smarter than you are, then you're a terrible manager and I don't need you. ~ Nolan Bushnell, #NFDB
226:If you owe your bank manager a thousand pounds, you are at his mercy. If you owe him a million pounds, he is at your mercy. ~ John Maynard Keynes, #NFDB
227:My definition of a great manager is someone with whom you can make a connection no matter where you sit in the organization chart. ~ Michael Lopp, #NFDB
228:Sean, this is Paulie Reed, my head bartender, assistant manager and all-around right-hand man. Woman. Person. Right-hand person. ~ Shannon Stacey, #NFDB
229:a manager inhabits the most interpersonally complex role in a modern organization, in many ways more complex than the CEO role. ~ Jonathan Raymond, #NFDB
230:He's (Jack McKeon) been around baseball for twenty-plus years. He knows what it takes to be a manager. I hope he gets the chance. ~ Ken Griffey Jr, #NFDB
231:I'm not a money manager, but I can tell you what the conventional wisdom is. The younger you are, the more risk you can take on. ~ Maria Bartiromo, #NFDB
232:Painted on shirts went over so well I thought, why not painted on pants? Well, the big shot manager at Krusty Burger didn't agree! ~ Matt Groening, #NFDB
233:Try to pick a fund manager who has a well-defined strategy, has been through these things before, and go invest and stay with him. ~ Peter Cundill, #NFDB
234:Baseball is a simple game. If you have good players and if you keep them in the right frame of mind then the manager is a success. ~ Sparky Anderson, #NFDB
235:It's the price on the ticket and emphasizes the pressure every manager is under weather you are at the top or bottom of the league. ~ Graeme Souness, #NFDB
236:The important person in a free economy is not the manager but the entrepreneur – the one who takes risks and meets the cost of them. ~ Roger Scruton, #NFDB
237:The primary skill of a manager consists of knowing how to make assignments and picking the right people to carry out those assignments ~ Lee Iacocca, #NFDB
238:Every manager would like to see a match decided in 90 minutes. Because I don't think there's any way you can prepare for penalty kicks. ~ Joachim Low, #NFDB
239:The manager of the enterprise, a foxy-nose with a serried gray marcel that mounted like a linotype keyboard, was the soul of courtesy. ~ S J Perelman, #NFDB
240:you can’t let your employees work from home out of fear they’ll slack off without your supervision, you’re a babysitter, not a manager. ~ Jason Fried, #NFDB
241: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. ~ Zig Ziglar, #NFDB
242:...[Joseph] and the Virgin Mary got turned away from the inn and had to go sleep in the manger. (Not with the manager, like Troo says.) ~ Lesley Kagen, #NFDB
243:The funny thing is people won't let me pay for things. I'll be in a restaurant and the manager will say, 'Oh no, it's on the house.' ~ Richard Branson, #NFDB
244:The programmer who refuses to keep exploring will surely stagnate, forget his joy, lose the will to program (and become a manager). ~ Marijn Haverbeke, #NFDB
245:There is a lot of difference at McDonald's between the guy in the back making the fries and the manager up front who is running the place. ~ Don Meyer, #NFDB
246:You don't need to make the structure complicated, in fact you shouldn't. All you need is for every employee to know who their manager is. ~ Sam Altman, #NFDB
247:All the time and effort people devote to picking the right fund, the hot hand, the great manager have, in most cases, led to no advantage. ~ Peter Lynch, #NFDB
248:if you can’t let your employees work from home out of fear they’ll slack off without your supervision, you’re a babysitter, not a manager. ~ Jason Fried, #NFDB
249:I just didn't want to walk away from football without knowing what it meant to be a manager, or even wondering what it was like to be sacked. ~ Paul Ince, #NFDB
250:I've kept in touch with many of my former teammates: Bob Marcucci was our team manager and we bonded over our passion for baseball. ~ Kareem Abdul Jabbar, #NFDB
251:My dad takes care of me as a manager and as a dad, ... That's his job, you know, to take care of me. He has my best interests at heart. ~ Jessica Simpson, #NFDB
252:My wife and daughters work. My campaign manager in 2005 was a working mother. I appointed 5 women to my senior staff as Attorney General. ~ Bob McDonnell, #NFDB
253:I'm washing lettuce. Soon, I'll be on fries. In a few years, I'll make assistant manager, and that's when the big bucks start rolling in. ~ Louie Anderson, #NFDB
254:A manager’s job is to transform his glaring deficiency into a strength by finding the best person to fill it and trusting him to do the job. ~ Michael Lopp, #NFDB
255:Authentic stardom ... is a gift which, if it is to have any permanent significance, must be bestowed by a public rather than a manager. ~ Katharine Cornell, #NFDB
256:Presidents in the modern era who've had significant assets have usually put those into a blind trust with some kind of independent manager. ~ Rachel Martin, #NFDB
257:The principle of [Malayali] law is that the whole [estate] property belongs to her and the [senior male] is simply the manager on her behalf ~ Manu S Pillai, #NFDB
258:Time is like an enterprising manager always bent on staging some new and surprising production, without knowing very well what it will be. ~ George Santayana, #NFDB
259:For example, class names including weasel words like Processor or Manager or Super often hint at unfortunate aggregation of responsibilities. ~ Robert C Martin, #NFDB
260:Information is the manager's main tool, indeed the manager's capital, and it is he who must decide what information he needs and how to use it. ~ Peter Drucker, #NFDB
261:[My wife Margot] was the - I guess, the coordinator or the production manager [of The Jazz Review], and we got to know each other and we married. ~ Nat Hentoff, #NFDB
262:Oh, there's all these rumors that I'm a lesbian. I have a boyfriend now, Brandon Blackstock; my manager Narvel's son, Reba McEntire's stepson. ~ Kelly Clarkson, #NFDB
263:A baseball manager has learned a lot about his job from having played the game, but a parent has not learned a thing from having once been a child. ~ Bill Cosby, #NFDB
264:Delegate it to the manager. You have this really good staff that will take care of everything for you. You just have to delegate it and trust it. ~ Esther Hicks, #NFDB
265:It's not just the manager who makes the decision, it's the player who makes the decision. They both decide fifty-fifty to make a decision. ~ Ruud van Nistelrooy, #NFDB
266:I found that competition was supposed to be a menace and that a good manager circumvented his competitors by getting a monopoly by artificial means. ~ Henry Ford, #NFDB
267:Most of the offers I get from Hollywood are for teen comedies. My manager thinks I'm crazy for turning down all that money, but I'm very picky. ~ Macaulay Culkin, #NFDB
268:Much of the time, as an actor, you sit around waiting. Most of your life and career, you’re waiting for your agent or your manager to call you. ~ Dylan McDermott, #NFDB
269:There is a kind of classlessness in the theater. The rehearsal pianist, the head carpenter, the stage manager, the star of the show-all are family. ~ John Kander, #NFDB
270:Whatever Microsoft product you use or have an interest in, there’s an engineer or product manager carrying on a conversation in public about it. ~ Chris Anderson, #NFDB
271:I am a sensitive writer, actor and director. Talking business disgusts me. If you want to talk business, call my disgusting personal manager. ~ Sylvester Stallone, #NFDB
272:I don't have all these advisers, political advisers. I don't even talk to them because I'm not a slave to a campaign manager, and Trump isn't either. ~ Joe Arpaio, #NFDB
273:In the last few days when I was not even the manager of England my freedom was taken away from me and that is not the coaching I am used to. ~ Luiz Felipe Scolari, #NFDB
274:Being a football manager is no fun at all. You have to put up with all the hassle. It is not surprising that so many turn grey or have heart attacks. ~ Ruud Gullit, #NFDB
275:Effective people know when to stop assessing and make a tough call, even without total information. Little is worse than a manager who can’t cut bait. ~ Jack Welch, #NFDB
276:It sacrifices people's lives and their essences at the drop of a dimeI had a manager once say to me, You know you're worth more money dead than alive. ~ Chaka Khan, #NFDB
277:The future of your organization and the potential of your employees are intertwined; their destines are linked." - Matthew Kelly, The Dream Manager ~ Matthew Kelly, #NFDB
278:EMILY: "Does anyone ever realize life while they live it...every, every minute?"
STAGE MANAGER: "No. Saints and poets maybe...they do some. ~ Thornton Wilder,#NFDB
279: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. ~ Lee Iacocca, #NFDB
280:To be a manager requires more than a title, a big office, and other outward symbols of rank. It requires competence and performance of a high order. ~ Peter Drucker, #NFDB
281:Another time, a zonal manager told me how a borrower tried to push in actual pins at an ATM that had asked for a PIN to enable cash withdrawal. ~ Tamal Bandyopadhyay, #NFDB
282:If women could ejaculate, I would have exploded hot jizz all over my manager's face. Instead, I hugged him. (about getting the SNL gig as a writer) ~ Sarah Silverman, #NFDB
283:I'm ex-player, ex-technical director, ex-coach, ex-manager, ex-honorary president. A nice list that once again shows that everything comes to an end. ~ Johan Cruijff, #NFDB
284: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! ~ Maddie Hasson, #NFDB
285:Life is the same. It would be the same thing if I were still working at Starbucks, having to deal with a manager, and a shift manager. This is a job. ~ Azealia Banks, #NFDB
286:The first person besides my mother who believed in me was a man whose last name I never knew. He was my boss, the manager of Swenson's Ice Cream shop. ~ Mona Simpson, #NFDB
287:I left a couple of my foreigners out last week and they started talking in foreign. I knew they were saying "Blah, blah, blah, le bastard manager..." ~ Harry Redknapp, #NFDB
288:Holy Jesus God, it's the Gerps shootin' us up!" the manager shouted. He hadn't known whether to say Germans or Japs, and came out with both at once. ~ Harry Turtledove, #NFDB
289:I recommend doing some sort of acting class, something that can eventually get you in front of an agent or a manager, and practice is very important. ~ Bridgit Mendler, #NFDB
290:I was a window dresser for Burton's once. What really put me off was the area manager coming round and saying, Charles, I think you're a natch at this. ~ Charles Dance, #NFDB
291:What any manager will try to bring to a company first and foremost is an energy and commitment to the business. To try and really roll your sleeves up. ~ James Murdoch, #NFDB
292:The true genius of a great manager is his or her ability to individualize. A great manager is one who understands how to trip each person's trigger. ~ Marcus Buckingham, #NFDB
293:A smart manager will establish a culture of gratitude. Expand the appreciative attitude to suppliers, vendors, delivery people, and of course, customers. ~ Harvey Mackay, #NFDB
294:He pressed his lips together and I saw the muscles of his jaw working. This was Peter's being-a-manager face. It meant he was figuring out how to help you. ~ Robin Sloan, #NFDB
295:I always knew I had to be 100 percent in charge, even when I was a middle manager. I used to say to my boss, "Just give me enough rope and then fire me." ~ Ricky Gervais, #NFDB
296:I remember the first time I complained about somebody in an email and my manager promptly copied that person, which forced us to quickly resolve the issue. ~ Laszlo Bock, #NFDB
297:It's the job of a manager not to light the fire of motivation, but to create an environment to let each person's personal spark of motivation blaze. ~ Frederick Herzberg, #NFDB
298:Am I a great manager? Huh. I was blessed to have a front office that found great talent, and then I was smart enough to stay the hell out of their way. ~ Sparky Anderson, #NFDB
299:I called my business manager in California and said, 'Sell all of my stock' - what little of it I had - and it's the only smart financial move I ever made. ~ Lauren Bacall, #NFDB
300:I don't believe a manager ever won a pennant. Casey Stengel won all those pennants with the Yankees. How many did he win with the Boston Braves and Mets? ~ Sparky Anderson, #NFDB
301:It is the nature of being the general manager of a baseball team that you have to remain on familiar terms with people you are continually trying to screw. ~ Michael Lewis, #NFDB
302:Our eighty-year-old bookkeeper slash office manager. I love Miss Joyce to pieces, but I seriously doubt she’s interested in starting a new relationship. ~ Mary Kay Andrews, #NFDB
303:The manager cannot share his power with division superintendent or foreman or workman, but he can give them opportunities for developing their power. ~ Mary Parker Follett, #NFDB
304:They had proven far less capable of grasping basic truths in the heart of the U.S. financial system than a one-eyed money manager with Asperger’s syndrome. ~ Michael Lewis, #NFDB
305:To be manager of the Yankees under the malevolent dictatorship of George Steinbrenner is like being married to Zsa Zsa Gabor - the union is short and sweet. ~ Robert Rubin, #NFDB
306:When I came out here, my manager thought that casting directors might think I'm a girl, and when I did Threat Matrix, they thought Jamie was a little light. ~ James Denton, #NFDB
307:When I first got out of drama school, my original manager tried to get me to change my name because people were having trouble spelling it and saying it. ~ Joe Manganiello, #NFDB
308:My manager introduced me to the 'Rise to Honor' team. I was curious about what it took to be involved in video games, a completely new form of entertainment to me. ~ Jet Li, #NFDB
309:decades. DEBORAH “DEBI” COLEMAN. Early Mac team manager who took over Apple manufacturing. TIM COOK. Steady, calm, chief operating officer hired by Jobs in ~ Walter Isaacson, #NFDB
310:I was a better builder than a manager. I'd rather focus on maximizing the opportunities swinging for the fences than minimizing the risk with bunts and singles. ~ Steve Case, #NFDB
311:With me, as a town clerk or city manager, there are certain things that I'm supposed to do - if I don't do them, then I don't deserve to continue in this post. ~ Thabo Mbeki, #NFDB
312:A station wagon pulled into the yard and a cadaverous man in a plaid jacket emerged. Virgil introduced him as Norman Coates, manager of the Hawk Mountain Farm. ~ Laird Barron, #NFDB
313:The number-one job of the hedge-fund manager is not to make sure that you can retire with a smile on your face - it's for him to retire with a smile on his face. ~ Mark Cuban, #NFDB
314:If the manager really is the problem, try to get reassigned elsewhere in the organization or start looking for one in which you can play to your strengths. ~ Marcus Buckingham, #NFDB
315:I hope when my time as Liverpool manager is over, I'm remembered as someone who improved the team and left the club in a better position than I inherited it. ~ Brendan Rodgers, #NFDB
316:I'm really enjoying learning new ideas because eventually I want to become a manager myself so I'm gathering all this information from managers now and previously. ~ John Terry, #NFDB
317:I never was a person who wanted a handout. I was a cafeteria worker. I'm not too proud to ask the Best Western manager to give me a job. I have cleaned homes. ~ Shirley Jackson, #NFDB
318:My career did start in the Spanish language industry, and that's probably because my father is my manager. He pushed my career in the direction he knew best. ~ Jencarlos Canela, #NFDB
319:My father taught me how to understand and be sensitive to others, which is probably the most critical aspect of leadership. Without it you are only a manager. ~ David Morehouse, #NFDB
320:You can't get out-fought and out-desired. I don't want to see that again. I won't tolerate less than 100 percent desire. I'm their manager, not their babysitter. ~ Tim Sherwood, #NFDB
321:I'm so happy to be joining Arsenal, a club which has a great manager, a fantastic squad of players, huge support around the world and a great stadium in London. ~ Alexis Sanchez, #NFDB
322:It’s the way of the world, man. There are the worker bees, and the manager bees. The worker bees take care of the work, the manager bees take care of themselves. ~ John Sandford, #NFDB
323:I was actually the manager of the games department of an amusement park when I was at college, so I understood the coin-op side of the games business very well. ~ Nolan Bushnell, #NFDB
324:There's practical political considerations obviously, but there's also these broader themes, which is like, I don't want to be the manager of the Middle East. ~ Jeffrey Goldberg, #NFDB
325:When a manager openly expresses his faith in an employee's skill, he doesn't just improve mood and motivation; he actually improves their likelihood of succeeding. ~ Shawn Achor, #NFDB
326:As a manager, you are important sometimes, and you make mistakes, but the most important people are your staff and your players. Never call me 'the special one!' ~ Rafael Benitez, #NFDB
327:Firing a manager inspired only the ambitious who wanted to take his or her place. But murder motivated everyone. It belonged in every supervisor’s tool kit. ~ John Jackson Miller, #NFDB
328:Harley ignored the sarcasm in the manager’s voice. “Things are pretty... tense... here.” “I’m sure they are. Mr. Sheenan is very unhappy, as we are, too. You’ve put ~ Jane Porter, #NFDB
329:Most of the pressure comes from myself, not from others. I don't need a manager or a pundit to put pressure on me. I do all that myself before others do it. ~ Ruud van Nistelrooy, #NFDB
330:As Josh Elman, an early senior product manager at the company, told me, “If we could get users to enter just a little information, they were much more likely to return. ~ Nir Eyal, #NFDB
331:If I were on the field, I'd want the manager sticking up for me. Sometimes players are dead wrong, ranting and raving, but you stick up for them. They appreciate that. ~ Bobby Cox, #NFDB
332:It's human nature to find patterns where there are none and to find skill where luck is a more likely explanation (particularly if you're the lucky manager). ~ William J Bernstein, #NFDB
333:Mostly I've never let record companies become involved with my music, which was a very smart thing that my first manager Dave Robinson did, to keep them out of it. ~ Graham Parker, #NFDB
334:rich name for a rich dude. That’s all they knew about him, and that’s all he wanted them to know. Not even his manager knew who he really was or what he did. ~ Patricia H Rushford, #NFDB
335:The analysis of statistics is a big part of the modern game, and it's important as a modern manager to embrace areas that can help your team and players improve. ~ Brendan Rodgers, #NFDB
336:The manager who comes up with the right solution to the wrong problem is more dangerous than the manager who comes up with the wrong solution to the right problem. ~ Peter Drucker, #NFDB
337:Alex Ferguson is the best manager I've ever had at this level. Well, he's the only manager I've actually had at this level. But he's the best manager I've ever had. ~ David Beckham, #NFDB
338:The Cards had one pitcher who won fourteen straight games in a period of twenty-four days. Then when he lost his fifteenth game 1-0, his manager fined him fifty bucks. ~ Dizzy Dean, #NFDB
339:The manager once called me the 'best freak' in his stable, and, sad as it sounds, I took pride in that. When you are an outcast, even a tossed stone can be cherished. ~ Mitch Albom, #NFDB
340:to be a successful manager, let alone—dare I say—a great leader, maybe you don’t have to be wonderful so much as more or less emotionally healthy and clearheaded. ~ Henry Mintzberg, #NFDB
341:Your manager wants to believe that you enjoy your job, or at least you won't spit in her coffee when she looks away. At the office, attitude counts for a lot. ~ Terri Tierney Clark, #NFDB
342:A manager sets objectives - A manager organizes - A manager motivates and communicates - A manager, by establishing yardsticks, measures - A manager develops people. ~ Peter Drucker, #NFDB
343:I chose to be in this job and things don't always go your way. But I'll keep going. As a manager you have to be optimistic and think things are going to get better. ~ Graeme Souness, #NFDB
344:I'm constantly fighting with my manager to reduce the amount of time I have to spend on promotional activities, so I can get back in the studio and work on new music. ~ Rivers Cuomo, #NFDB
345:She's very active. My mom is my manager and handles day-to-day business to keep the DeGarmo machine up and running! She's a huge, huge part of my career and my life. ~ Diana DeGarmo, #NFDB
346:He repeated until his dying day that there was no one with more common sense, no stonecutter more obstinate, no manager more lucid or dangerous, than a poet. ~ Gabriel Garcia Marquez, #NFDB
347: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. ~ Cat Power, #NFDB
348:When a copier sales person cold calls a purchasing manager whom he has never met is it any surprise that the purchasing manager will most likely never return that call? ~ Josh Turner, #NFDB
349:And, we have no such thing as a budget anymore. Our manager freaks when we show him the bill. We're lavish to the bone, but all our money goes back into the product. ~ Freddie Mercury, #NFDB
350:At the moment we've only got 16 first-team players and my initials stand for Mick McCarthy, not Merlin the Magician (the new Wolves manager gets the excuses in early!) ~ Mick McCarthy, #NFDB
351:carrying laborer to teacher and manager. It seems a bittersweet result of the family’s loss that the remaining children had managed to lift themselves out of poverty. ~ Saroo Brierley, #NFDB
352:He repeated until his dying day that there was no one with more common sense, no stone cutter more obstinate, no manager more lucid or dangerous, than a poet. ~ Gabriel Garc a M rquez, #NFDB
353:Remember our definition of management? A manager’s job is to get better outcomes from a group of people working together through influencing purpose, people, and process. ~ Julie Zhuo, #NFDB
354:This is how a manager creates a climate of psychological safety—by focusing on the work and what can be learned from it, rather than berating subordinates for errors. ~ Teresa Amabile, #NFDB
355:And I'm the kind of manager that doesn't believe that you micro-manage professionals. They should understand their responsibility and carry out those responsibility. ~ Alphonso Jackson, #NFDB
356:Jared was her son and the “co-general manager” of the Yankees—co meaning shares the title with someone who knows what he’s doing because he got the job through nepotism. ~ Harlan Coben, #NFDB
357:. Syrian-born graduate student in Wisconsin who became biological father of Jobs and Mona Simpson, later a food and beverage manager at the Boomtown casino near Reno. ~ Walter Isaacson, #NFDB
358:Everybody has his own theatre, in which he is manager, actor, prompter, playwright, sceneshifter, boxkeeper, doorkeeper, all in one, and audience into the bargain. ~ Julius Charles Hare, #NFDB
359:I-don’t-wants hold the key to your success,” rich dad would say. Because I, too, do not want to fix toilets, I shop hard for a property manager who does fix toilets. ~ Robert T Kiyosaki, #NFDB
360:If you had issues with him, I could have spoken to HR. Arranged an intervention. Breaking his neck without going through your line manager, that shit stays on your record. ~ Mick Herron, #NFDB
361:I got, like, Diane Keaton's manager, and she was very connected; she had power. And she was like, "Your star is in tears on this comedy. Do you even notice that at all?" ~ Roseanne Barr, #NFDB
362:The three most important things a manager does: One is get the money. Two is always remember to get the money. Three is never forget to always remember to get the money. ~ Shep Gordon, #NFDB
363:The upside to smoking is that you get to be social. I was looking for a light when I bumped into Ben Harper's manager. A couple of days later, Ben and I were in the studio. ~ Beth Orton, #NFDB
364:You have to work at becoming a better emotional manager. But to start, you must first believe that you can control how you feel. Then, you have to make a point of doing so. ~ Lynn Toler, #NFDB
365:A good part of the work of managing involves doing what specialists do, but in particular ways that make use of the manager’s special contacts, status, and information. ~ Henry Mintzberg, #NFDB
366:But I think the Champions League Final puts a massive pressure on every player and the manager, but we're enjoying the pressure and hopefully we can go there and win it. ~ Steven Gerrard, #NFDB
367:Ironically, the second most common complaint I’ve heard from frustrated employees is, “My manager has no idea what I do.” It’s good to know the problem goes both ways, no? ~ Michael Lopp, #NFDB
368:This whole creation is essentially subjective, and the dream is the theater where the dreamer is at once: scene, actor, prompter, stage manager, author, audience, and critic. ~ Carl Jung, #NFDB
369:When music becomes a job, you all of a sudden have other jobs and you become like a manager of time. If you have no ability to do that, your job gets very hard very quickly. ~ Dan Deacon, #NFDB
370:Each manager sees his own division as the center of the world, and that’s as it should be. But someone has to have an overall view and decide what’s best for the company. ~ Sidney Sheldon, #NFDB
371:I don't know if we'd have been as dominant as we were last season. The new things, the new ideas the manager brought in everyone took them on board so well. He is special. ~ Frank Lampard, #NFDB
372:If you're a manager you can't get frustrated and be emotional. You have to continue to steer the ship, you can't let go of the wheel because who knows where it will go then. ~ Kirk Gibson, #NFDB
373:I have a contract and I refused a lot of opportunities to be the manager of important clubs because I want to stay here. I like this job. I like to be the England manager. ~ Fabio Capello, #NFDB
374:I know as a manager you have to abide by the chairman's decisions. But his decisions were this team, that team, this player, that player. The chairman is a control freak. ~ Paul Gascoigne, #NFDB
375:I like to call in sick to work at places where I’ve never held a job. Then when the manager tells me I don’t work there, I tell them I’d like to. But not today, as I’m sick. ~ Jarod Kintz, #NFDB
376:In football there is very rarely a "typical day" - there are always issues and challenges that arise from nowhere, and as manager you have to be ready to deal with them. ~ Brendan Rodgers, #NFDB
377:What’s the inventory situation on this model? Is it the store’s hottest item, currently on backorder, or is it a dog the store manager will dump at any price? You don’t know. ~ Herb Cohen, #NFDB
378:Whether it's a sitting president when I was an impeachment manager, or a Republican president who has taken liberties with adherence to the law, to me the standard is the same. ~ Bob Barr, #NFDB
379:To not apologize for the behavior of the players to another manager is unthinkable. It's a disgrace, but I don't expect Wenger to ever apologize...he's that type of person. ~ Alex Ferguson, #NFDB
380:If an active manager has managed to beat the market, it is highly probable he/she invested in the high-return asset classes of small-cap, value, or small-value stocks. The ~ Larry E Swedroe, #NFDB
381:So briefly outline your problem, offer a solution if you have one, and then ask whom you should speak with to have the problem solved. “Should I speak to a manager about this? ~ Jacob Tomsky, #NFDB
382:When a record company makes a mistake, the artist pays for it. When a manager makes a mistake, the artist pays for it. When the artist makes a mistake, the artist pays for it. ~ Robert Fripp, #NFDB
383:When you're winning games, everyone thinks everything the manager says and does is fantastic. Then it goes the other way, and those earlier criticisms of players can backfire. ~ Gary Lineker, #NFDB
384:He’s not a movie star, and I’m not his stage manager. We’re the same two desperately connected people who fell down a rabbit hole years earlier and climbed out forever changed. ~ Leisa Rayven, #NFDB
385:If you want real, significant, sustainable change, you need talented, committed local line leaders. If the line manager is not innovating, then innovation is not going to occur. ~ Peter Senge, #NFDB
386:I think my manager of 30-some odd years now, Tom Hammond. He's as fine a person as you could ever meet. And he's had great theatrical taste and has influenced me that way. ~ Bernadette Peters, #NFDB
387:My old manager of the Irish National Theatre said 'Don't worry about being a star, just worry about being a working actor. Just keep working.' I think that's really good advice. ~ Colm Meaney, #NFDB
388:When you become a parent, or a teacher, you turn into a manager of this whole system. You become the person controlling the bubble of innocence around a child, regulating it. ~ Kazuo Ishiguro, #NFDB
389:A small stock trader is like a small hedge fund manager, zen monk, psychologist, intelligence officer, sniper, sportsman, poker player, risk manager, analyst, and economist, all in one. ~ Mika, #NFDB
390:If the Metro general manager, Paul Wiedefeld, says those extra hours for maintenance are necessary to help fix the system and make it safer, then that gets top priority. ~ Robert James Thomson, #NFDB
391:I had the same manager as Frank Sinatra, so I got to meet him and he truly impressed me. He had this magical aura - the whole atmosphere in the room changed when he walked in. ~ Tony Blackburn, #NFDB
392:It goes without saying that when you're the manager of a Premiership club, you go eight miles down the road and get beaten by a team two divisions below you, it's disappointing. ~ Kevin Keegan, #NFDB
393:Motivation aside, if people get better at these life skills, everyone benefits: The brain doesn't distinguish between being a more empathic manager and a more empathic father. ~ Daniel Goleman, #NFDB
394:Money! Father Rudden had tried everything to raise funds to repair the church, he even went to the bank. 'Don't be a fool, Father!' said the manager, 'Put that gun down.' Money! ~ Spike Milligan, #NFDB
395: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. ~ James Black, #NFDB
396:It's good to have a manager who shares your interests, or goals. You can presumably trust a husband. I don't know if it's the best way to work. I really shouldn't discuss this. ~ Dorothy Stratten, #NFDB
397:Manager' is a title, not a function. It's better to be one than not. Since you spend all day doing the job of the person above you, the higher up you are, the less you have to do. ~ Corinne Maier, #NFDB
398:My manager, who is a very timid person, often tells me that I should think before I speak. I tell her that she should actually have the guts to speak up about the things she thinks. ~ Miley Cyrus, #NFDB
399:One manager was puzzled and asked if it wasn’t also expensive to create software. He went on to rhetorically ask “Are software engineers less expensive than hardware engineers? ~ Richard P Rumelt, #NFDB
400:I'm much more of a realist. I'm really practical. I'm the kind of person that calls my business manager and says, OK, if it were all to end today, how many months do I have to live? ~ Courteney Cox, #NFDB
401:It's no more normal to be a bank-manager or a bus-conductor, than to be Baudelaire or Genghis Khan,’ Moreland had once remarked. ‘It just happens there are more of the former types. ~ Anthony Powell, #NFDB
402:It’s no more normal to be a bank-manager or a bus-conductor, than to be Baudelaire or Genghis Khan,’ Moreland had once remarked. ‘It just happens there are more of the former types. ~ Anthony Powell, #NFDB
403:you find someone who does, ask him to help you get your résumé on the top of the pile. Ask that person to make an e-mail introduction and to send your résumé to the appropriate manager. ~ Kate White, #NFDB
404:I heard that I am crazy for taking this fight but I'm very excited about this chance. His manager is saying that I'm a 'dead man walking' but 'dead men' cannot have 'nightmares'. ~ Wladimir Klitschko, #NFDB
405:In the business world, management is always viewed in terms of productivity. Why? Because productivity is the key to the success of the organization and to your future as a manager. ~ Tony Alessandra, #NFDB
406:My father is the son of a vicar and rose to become a judge. My mother is solidly middle class. Her father was a bank manager. But she has grand ideas. She was set on my marrying a title. ~ Rhys Bowen, #NFDB
407:Telling the entire world and his dog how good a manager I was. I knew I was the best but I should have said nowt and kept the pressure off 'cos they'd have worked it out for themselves. ~ Brian Clough, #NFDB
408:[With] closet indexing....you're paying a manager a fortune and he has 85% of his assets invested parallel to the indexes. If you have such a system, you're being played for a sucker. ~ Charlie Munger, #NFDB
409:But there are also much less dire reasons to have a manager, reasons that may have been useful to us but that we willfully ignored, or were just too stubborn or parsimonious to try. ~ Carrie Brownstein, #NFDB
410:If I had to sum up in a word what makes a good manager, I'd say decisiveness. You can use the fanciest computers to gather the numbers, but in the end you have to set a timetable and act. ~ Lee Iacocca, #NFDB
411:I received a letter from the Reich Ministry of Sports. They want me to split from Joe Jacobs, my manager since 1928.... I really need Joe Jacobs. I owe all my success in America to him. ~ Max Schmeling, #NFDB
412:So, when I got the contract for my album, even though it was an English record, my manager insisted on making sure we would record in Spanish as well, and it worked out really well for me. ~ Jon Secada, #NFDB
413:I don't want to say that most rock bands live these formulaic biography existences - but they kinda do. There's always a divorce. There's always an OD. There's always a bad business manager. ~ Dave Grohl, #NFDB
414:In the words of Jeff Hammerbacher, a former manager at Facebook and the founder of Cloudera, “The best minds of my generation are thinking about how to make people click ads. That sucks. ~ Golden Krishna, #NFDB
415:I was just thinking how much brisker the morning session was when the manager led it, when Shiraha muttered under his breath: “Ugh, it’s just like a religion!” Of course it is, I thought. ~ Sayaka Murata, #NFDB
416:One of the jobs of a manager is to instill confidence, pump confidence into your people. And when you've got somebody who's raring to go and you can smell it and feel it, give 'em that shot. ~ Jack Welch, #NFDB
417:Within minutes of being offered congratulations and best wishes, she acquired a Crowgard pen pal and was told by the coffee shop’s manager that a ride was waiting for her in the access way. ~ Anne Bishop, #NFDB
418:Belle was not only a perfect secretary and office manager, she also had personal specs which would have delighted Praxiteles and a fragrance which affected me the way catnip does Pete. ~ Robert A Heinlein, #NFDB
419:Management must have a purpose, a dedication and that dedication must have an emotional commitment. It must be built in as a vital part of the personality of anyone who truly is a manager. ~ Harold Geneen, #NFDB
420:My Dad sold automobiles as a general manager of a General Motors automobile dealership. He was a job creator. Everyone of those cars he sold he created a job for somebody on the assembly line. ~ Joe Biden, #NFDB
421:The increase of this efficiency is essentially the problem of the manager, and the amount to which it can be increased by proper study is, in most cases, so great as to be almost incredible. ~ Henry Gantt, #NFDB
422:you can’t let your employees work from home out of fear they’ll slack off without your supervision, you’re a babysitter, not a manager. Remote work is very likely the least of your problems. ~ Jason Fried, #NFDB
423:I ended up meeting my manager because my sister was a receptionist at a management company. My manager is actually my same manager that I have today. That's how it started. I worked my way. ~ Katie Cassidy, #NFDB
424:Jay-Z ain't a manager; he owns a management company. He been through this, he been through the game for a long time so he knows tactics in taking artists in certain directions we need to go in. ~ Meek Mill, #NFDB
425:J has told me about his past. I know what happened and why. But he is the one person who made me believe in my talent and whatever happened in the past, he's been a wonderful manager to me. ~ LaToya Jackson, #NFDB
426:One thing I learned in the NBA is that the No. 1 job of a general manager is to keep his job. They are only 30 positions where you make millions and hang around with basketball players all day. ~ Mark Cuban, #NFDB
427:Some years ago there was a study to discover the most stressful occupation. It turned out not to be the head of a large business, football manager or prime minister, but rather: bus driver. ~ Jonathan Sacks, #NFDB
428:A manager's task is to make the strengths of people effective and their weakness irrelevant - and that applies fully as much to the manager's boss as it applies to the manager's subordinates. ~ Peter Drucker, #NFDB
429:Everyday I wake up I'm fulfilling my dream. Every day my manager calls I'm fulfilling my dream. I know if my manager doesn't call I'm not making money so when he does call I know I'm making money. ~ Yung Joc, #NFDB
430:Perry, the manager, had come up with him, in trousers and bathrobe. He was a stout, jovial-looking man ordinarily, but right now he was only stout.
("The Room With Something Wrong") ~ Cornell Woolrich,#NFDB
431:Hazel McKinley, savvy as always, did take the time to advise the restaurant manager to cut out and frame that piece of vomit-splattered carpet, as it was likely to be worth millions someday. ~ Sherill Tippins, #NFDB
432:Then it becomes necessary to get the field organisation to accept the help provided. This is normally the role of the Change Manager; to implement the change that no-one asked for or wants. ~ Douglas McGregor, #NFDB
433:The thing I am most interested in is power relations - it is so easy in a relationship like that [of an artist and a gallery manager], to imagine that the other person is living a perfect life. ~ Miranda July, #NFDB
434:As a goalkeeper you need to be good at organising the people in front of you and motivating them. You need to see what's going on and react to the threats. Just like a good manager in business. ~ Peter Shilton, #NFDB
435:Somebody else does the rigor and then I listen. I have an assistant, and my manager, and other people who hunt and find and send it to me, and then I just figure out which ones I can do justice to. ~ Joan Baez, #NFDB
436:Was it an accident that I saw Fiyero, I wondered, looking at the manager with new eyes, or is it just that world unwraps itself to you again and again as soon as you are ready to see it anew? ~ Gregory Maguire, #NFDB
437:When we first went there we completely lacked confidence. Our manager told us our act was too long, and told us to drop certain numbers and concentrate on the exciting stuff. And he was right. ~ Steve Marriott, #NFDB
438:Even more than the rest, these five questions are most directly influenced by the employee’s immediate manager. What does this tell us? It tells us that people leave managers, not companies. ~ Marcus Buckingham, #NFDB
439:I am happy with what I do. I'd love to be the manager of the Atlanta Braves, but they hired somebody this week. So I'll just have to be inordinately happy with one of the best jobs on the planet. ~ Robert Gibbs, #NFDB
440:I've been a DJ, janitor, ditch digger, waitress, computer instructor, programmer, mechanic, web developer, clerk, manager, marketing director, tour guide and dorm manager, among other things. ~ Sherrilyn Kenyon, #NFDB
441:No job is more vital to our society than that of the manager. It is the manager who determines whether our social institutions serve us well or whether they squander our talents and resources. ~ Henry Mintzberg, #NFDB
442:An author who gives a manager or publisher any rights in his work except those immediately and specifically required for its publication or performance is for business purposes an imbecile. ~ George Bernard Shaw, #NFDB
443:Is it a good idea to pass along a family business to the next generation? (Sure, if your goal is to kill off the business—for the data show it’s generally better to bring in an outside manager. ~ Steven D Levitt, #NFDB
444:An engineering manager who can’t code is not going to be able to lead a team at Google. But of the behaviors that differentiated the very best, technical input made the smallest difference to teams. ~ Laszlo Bock, #NFDB
445:Because of his compassion Owen was always in trouble with his partners. They would have much preferred a tough, down-to-earth manager who would get a days work out of the little bastards. ~ John Kenneth Galbraith, #NFDB
446:Companies are run by computers. Profit margins are sliced thin. And no manager dare raise his eyes from his accounts long enough to learn the names of his staff. It’s the price we pay for progress. ~ Len Deighton, #NFDB
447:It's my opinion that a manager must have the right to manage and that clubs should not impose upon any manager any player that he does not want. I have been left with no choice other than to leave. ~ Kevin Keegan, #NFDB
448:The job of the average manager requires a shift in focus every few minutes. The job of the average software developer requires that the developer not shift focus more often than every few hours. ~ Steve McConnell, #NFDB
449:The voice came from the other side of the divider, an older man, bald, who wore a leather vest over a dark blue button-down shirt, like a Radio Shack manager who moonlighted as a forest brigand. ~ Austin Grossman, #NFDB
450:What managers miss is that every time they give up a little control, it creates a wonderful opportunity for their team to step up, while giving the manager herself more time for new challenges. Pick ~ Laszlo Bock, #NFDB
451:But, what did happen is I went to Woodstock as a member of the audience. I did not show up there with a road manager and a couple of guitars. I showed up with a change of clothes and a toothbrush. ~ John Sebastian, #NFDB
452:Now let me say that Matt Busby was a great manager and Manchester United wouldn't be where they are without him. He was a god at the club, but he wasn't a god to me. Football is like that sometimes. ~ Johnny Giles, #NFDB
453:Only the general manager can mold the resources, processes, and values that affect innovation , into a coherent capability to develop and launch superior new products and services repeatedly. ~ Clayton Christensen, #NFDB
454:Reading a book about management isnt going to make you a good manager any more than a book about guitar will make you a good guitarist, but it can get you thinking about the most important concepts. ~ Drew Houston, #NFDB
455:There are two schools of thought. A manager would tell you that must make them realize you're a dedicated actor and I took a totally different route than that. I never ever took myself seriously. ~ George Hamilton, #NFDB
456:Was it an accident I saw that, Fiyero wondered, looking at the manager with new eyes. Or is it just that the world unwraps itself to you, again and again, as soon as you are ready to see it anew? ~ Gregory Maguire, #NFDB
457:Work should be personal. For all of us. Not just for the artist and entrepreneur. Work should have meaning for the accountant, the construction worker, the technologist, the manager and the clerk. ~ Howard Schultz, #NFDB
458:Finally, a manager's documents give him a data base and checklist. By reviewing them periodically he sees where he is, and he sees what changes of emphasis or shifts in direction are needed. ~ Frederick P Brooks Jr, #NFDB
459:I started at Pillsbury as a manager in one of their analysis functions, then worked my way up the corporate ladder to become vice president. Moving to Burger King was an important moment in my career. ~ Herman Cain, #NFDB
460:It is astonishing how articulate one can become when alone and raving at a radio. Arguments and counter arguments, rhetoric and bombast flow from one's lips like scurf from the hair of a bank manager. ~ Stephen Fry, #NFDB
461:I was told by the general manager that a white player had received a higher raise than me. Because white people required more money to live than black people. That is why I wasn't going to get a raise. ~ Curt Flood, #NFDB
462:Abelardo, my manager, emerged from a stall. “What do you think, Howie?” he said; it was his standard greeting —one I was fond of.
“Abe, I don't know what to think,” I said; my standard response. ~ Nicholson Baker,#NFDB
463:Companies don't have one culture. They have as many as they have supervisors or managers. You want to build a strong culture? Hold every manager accountable for the culture that he or she builds. ~ Marcus Buckingham, #NFDB
464:I am an animator. I feel like I'm the manager of a animation cinema factory. I am not an executive. I'm rather like a foreman, like the boss of a team of craftsmen. That is the spirit of how I work. ~ Hayao Miyazaki, #NFDB
465:I’m reminded of the story of the village idiot whose antique watch stopped running. He pried it open and found a dead cockroach inside. “No wonder it doesn’t work,” he said, “the manager is dead. ~ Gerald M Weinberg, #NFDB
466:I dont know how it is now but the assistant stage manager had to understudy several parts. You had to be ready to go on at any time if the actor couldnt make it to the play. I didnt think anything of it. ~ Glenn Ford, #NFDB
467:Of course, as manager, the selection of the team is very much one of the biggest responsibilities I personally take, but I come to that decision thanks to advice and support of the people around me. ~ Brendan Rodgers, #NFDB
468:For eighteen years, there has always been a manager, even if his appearance keeps changing. Although each is different, taken all together I sometimes have the feeling they are but one single creature. ~ Sayaka Murata, #NFDB
469:If you want to succeed in business in any capacity - employee, manager, or owner - you must have a solid, comprehensive understanding of what business principles actually are and how they actually work. ~ Josh Kaufman, #NFDB
470:Does your manager trust you?” is a profound question. If you believe people are fundamentally good, and if your organization is able to hire well, there is nothing to fear from giving your people freedom. ~ Laszlo Bock, #NFDB
471:I gave up music criticism because of the increasingly obvious conflict of interest. I couldn't say anything bad about the records when I might be meeting that person's manager backstage an hour later. ~ Stephin Merritt, #NFDB
472:In knowledge-intensive business settings, where every manager has to oversee massive amounts of information as well as people, facilitating the use of psychic energy becomes a primary concern. ~ Mihaly Csikszentmihalyi, #NFDB
473:People talking directly to one another, then letting the manager find out later, was more efficient than trying to make sure that everything happened in the “right” order and through the “proper” channels. ~ Ed Catmull, #NFDB
474:Simpson, later a food and beverage manager at the Boomtown casino near Reno. CLARA HAGOPIAN JOBS. Daughter of Armenian immigrants, married Paul Jobs in 1946; they adopted Steve soon after his birth in ~ Walter Isaacson, #NFDB
475:I married him because he told me it was the only way he could protect me. If we were just manager and client, my family could do whatever they wanted to get me back, but if I was his wife, they couldn't. ~ LaToya Jackson, #NFDB
476:Now what else is the whole life of mortals, but a sort of comedy in which the various actors, disguised by various costumes and masks, walk on and play each ones part until the manager walks them off the stage? ~ Erasmus, #NFDB
477:The manager is by himself. He can't mingle with his players. I enjoyed my players, but I could not socialize with them so I spent a lot of time alone in my hotel room. Those four walls kind of close in on you. ~ Al Lopez, #NFDB
478: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. ~ Heather Matarazzo, #NFDB
479:If it pleases you, I’ll telegram the farm manager to find out more about your father’s condition.”
“I would like that,” Kathleen admitted, “but it would probably annoy my father.”
“So much the better. ~ Lisa Kleypas,#NFDB
480:... Any pension fund manager who doesn't have the vast majority-and I mean 70% or 80% of his or her portfolio-in passive investments is guilty of malfeasance, nonfeasance or some other kind of bad feasance! ~ Merton Miller, #NFDB
481:'Drive' came to me because the casting director knew my manager and called and said, 'You've always talked to me about Albert wanting to play the heavy. I think he should read this.' My ears just perked up. ~ Albert Brooks, #NFDB
482:I bet him he wouldn't get 15 league goals and I'm going to have to change my bet with him. If he gets to 15 I can change it and I am allowed to do that because I'm the manager. I'm going to make it 150 now! ~ Alex Ferguson, #NFDB
483:I have worked with a lot of different great people. One of the things my partner, my manager Judy Weinstein, instilled in [David] Morales and myself is that the quality goes in before the name goes home. ~ Frankie Knuckles, #NFDB
484:The most pleasure any manager can get is seeing everyday boys joining the Club as youngsters and growing into men and giving themselves a better social standing than they could ever have dreamed of previously. ~ Jock Stein, #NFDB
485:I started out as a business manager for a national hotel chain based in Oklahoma. I got frustrated with what was happening in the state capital - the high cost of doing business and a lack of educated workers. ~ Mary Fallin, #NFDB
486:Risk management seemed to have completed its transformation into pure entertainment. Dudley seemed the epitome of a risk manager who would drown crossing a river that was 12 inches in depth on average. ~ Satyajit Das, #NFDB
487:I think it is conceded that I generally do pretty big things as a manager, am audacious in my outlays and risks, give much for little money, and make my shows worthy the support of the moral and refined classes. ~ P T Barnum, #NFDB
488:No seriously... when there's families, you tend to go back to your room after the gig rather than go for a drink with the other guys. But there's always someone who's got something going, like the tour manager. ~ Phil Collins, #NFDB
489:Then, in 2000, John Reid, Elton John's former manager, asked me to audition for the stage version of The Graduate he was producing. So I worked on it, got the part, and after three weeks' rehearsal I was on stage! ~ Jerry Hall, #NFDB
490:You're not going to become a great manager overnight. You're not going to become a great public speaker or figure out how to raise money. These are the things you want to start the clock on as early as possible. ~ Drew Houston, #NFDB
491:As public relations manager at Gorgatech, I’m supposed to improve the image of a scrotal patch product that’s prescribed to men whose testosterone production is off-kilter on account of illness. A scrotal patch! ~ Lolly Winston, #NFDB
492:Bruce Sutter and his new pitch, the split finger fastball, fascinate the manager of the Cuban national teams. 'We must find out about this new weapon,' he said. 'Are the American hitters plotting to murder him? ~ Thomas Boswell, #NFDB
493:Does your manager trust you?” is a profound question. If you believe people are fundamentally good, and if your organization is able to hire well, there is nothing to fear from giving your people freedom. Remember ~ Laszlo Bock, #NFDB
494:Like any place, we of course have exceptions and failures, but the default leadership style at Google is one where a manager focuses not on punishments or rewards but on clearing roadblocks and inspiring her team. ~ Laszlo Bock, #NFDB
495:Our production manager, Rebecca, sews outfits for her cat Jack. I'm not sure why. I guess she was just sitting around one day and thought, "Fuck this shit, I'm forty and single, time Jack had a Peter Pan costume. ~ David Thorne, #NFDB
496:The capper came when the manager of the bank came forward to testify in my behalf. He said that i was definitely not the woman who robbed the bank and that the robber was a different height and weight from mine. ~ Assata Shakur, #NFDB
497:The best soldier does not attack. The superior fighter succeeds without violence. The greatest conqueror wins without struggle. The most successful manager leads without dictating. This is intelligent non aggressiveness. ~ Laozi, #NFDB
498:An acting assistant stage manager in a theater in Canterbury, a rep theater. A small wage but just enough to get by on, and I made props, and I walked on, and I changed scenery, and I realized that I just loved it. ~ Jeremy Irons, #NFDB
499:For though there was no chance of persuading a pension fund manager looking to make a longer-term loan to buy a Freddie Mac bond that could evaporate tomorrow, one could easily sell him the third tranche of a CMO. ~ Michael Lewis, #NFDB
500: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. ~ Tommy Kirk, #NFDB
501:He now makes $8.80 per hour…He is allowed to work up to 35 hours per week, but is usually assigned fewer, and he is never assigned enough to live on. If a worker gets 40 hours per week…the manager could lose his bonus. ~ Anonymous, #NFDB
502:The most obvious defensive management ploys are prescriptive Methodologies (“My people are too dumb to build systems without them” ) and technical interference by the manager. Both are doomed to fail in the long run. ~ Tom DeMarco, #NFDB
503:There are no tiny features when you’re doing things properly. This is why as a product manager you need a good understanding of what it takes to implement a feature before you nod your head and add it to the roadmap. ~ Des Traynor, #NFDB
504:It's a great honour to be asked to be the next manager of Manchester United. I am delighted that Sir Alex saw fit to recommend me for the job. I have great respect for everything he has done and for the football club. ~ David Moyes, #NFDB
505:Now what else is the whole life of mortals, but a sort of comedy in which the various actors, disguised by various costumes and masks, walk on and play each ones part until the manager walks them off the stage? ~ Desiderius Erasmus, #NFDB
506:There are "four keys" to becoming an excellent manager: finding the right fit for employees, focusing on strengths of employees, defining the right results, and hiring for talent - not just knowledge and skills. ~ Marcus Buckingham, #NFDB
507:What Self-Awareness Looks Like Dave T., regional service manager Self-awareness score = 95* What people who work with him say: “Dave has clear long-term goals, and he doesn’t make sacrifices for short-term gains. ~ Travis Bradberry, #NFDB
508:I know how hard it will be to follow the best manager ever, but the opportunity to manage Manchester United isn't something that comes around very often and I'm really looking forward to taking up the post next season. ~ David Moyes, #NFDB
509:A good manager doesn't try to eliminate conflict; he tries to keep it from wasting the energies of his people. If you're the boss and your people fight you openly when they think that you are wrong - that's healthy. ~ Robert Townsend, #NFDB
510:In the midst of this enormous economic crisis, I think Canada has shown itself to be a pretty good manager of the financial system and the economy in ways that we always - haven't always been here in the United States. ~ Barack Obama, #NFDB
511:I think managing shortened my playing career, but I was a better manager when I was playing, when I could lead like a platoon sergeant in the field rather than as a general sitting back on his duff in a command post. ~ Frankie Frisch, #NFDB
512:You get an idea what a manager has to go through every day. His is at a very high level. He has situations he has to deal with and the expectations he has to deal with, the personalities he has to deal with. It's a lot. ~ Joe Girardi, #NFDB
513:I was a guy who came to work every day. I was there. When my manager got to the field at 12, I felt like there was no reason for him to ever wonder if I was playing. For me, that's a big deal. I teach that to my kids. ~ Prince Fielder, #NFDB
514:The Night Manager doesn't exist in the post-Cold war universe, it exists much more in the modern world, I think. There is more action. The bad guys don't have particularly political or national-political affiliations. ~ Tom Hiddleston, #NFDB
515:We have said that an employee may join a company because of its prestige and reputation, but that his relationship with his immediate manager determines how long he stays and how productive he is while he is there. ~ Marcus Buckingham, #NFDB
516:What I have against M.B.A.s is the assumption that you come out of a two-year program probably never having been a manager - at least for full-time younger people M.B.A. programs - and assume you are ready to manage. ~ Henry Mintzberg, #NFDB
517:An unsuccessful manager blames failure on his obligations; the effective manager turns them to his own advantage. A speech is a chance to lobby...a visit to an important customer a chance to extract trade information. ~ Henry Mintzberg, #NFDB
518:Indexing is a successful approach to investing not because it's simple, but because it has performed so much better than the average active manager (the opposite of indexing), and the simplicity is just an added bonus. ~ Patrick Geddes, #NFDB
519:I tried to collect myself. Tired. Tired like a zombie. An overworked zombie, one who got hired as a salaried assistant manager at a zombie video store, only to find out “salaried” just means he doesn’t get paid for overtime ~ David Wong, #NFDB
520:One of your many jobs as manager is information conduit, and the rules are deceptively simple: for each piece of information you see, you must correctly determine who on your team needs that piece of information to do their job. ~ Rands, #NFDB
521:We never had a manager. We never had a booking agent. We never had a lawyer. We booked our own tours, paid our own bills, made our own mistakes and never had anybody shield us from either the truth or the consequences. ~ Michael Azerrad, #NFDB
522:What a Lack of Self-Awareness Looks Like Tina J., marketing manager Self-awareness score = 69 What people who work with her say: “On occasion, Tina’s stress and sense of urgency are projected/pushed on to other people. ~ Travis Bradberry, #NFDB
523:I peeled off La Brea and went home and instantly made a reservation to come back to New York. Essentially, I fired everybody that was in my life, my agent, my lawyer, my manager, my girlfriend and came back to New York. ~ Steven Shainberg, #NFDB
524:manager’s bill of rights,” those basic things that you have a right to expect from your employees. Responsible employees: Are responsive to feedback Keep their agreements Manage their own growth Are “Good Company Citizens ~ Erika Andersen, #NFDB
525:The manager of my line told me, You never put anything down except to be read. Every word ever written is written to be read and if some go unread that's only chance, failure, they're like grubs that die without changing. ~ China Mi ville, #NFDB
526:The manager of my line told me, You never put anything down except to be read. Every word ever written is written to be read and if some go unread that‘s only chance, failure, they‘re like grubs that die without changing. ~ China Mi ville, #NFDB
527:The quality of people you have around you as a manager is so vital. There are various factors that influence that process; fitness, form and the tactical approach to your opponent are all areas I review on a daily basis. ~ Brendan Rodgers, #NFDB
528:Tyson’s mother worked as an office manager for a law firm in Encino. She appeared neat, trim, and ready for work when she opened the door, but carried herself with so much tension she might have been wrapped with duct tape. ~ Robert Crais, #NFDB
529:A founder's perspective is unique.
Entrepreneurs are builders, and the lens through which I view Starbucks and the marketplace is somewhat different from what it would be if I were a professionally schooled manager. ~ Howard Schultz,#NFDB
530:I found myself very lost after 'The Partridge Family,' and I lost my dad and I lost my manager, and I lived in a bubble, and it took me 15 years to get through that and a lot of psychotherapy, and I'm laughing about it now! ~ David Cassidy, #NFDB
531:I wondered what this odd, well-spoken man was doing on Cairnholm, with his pleated slacks and half-baked poems, looking more like a bank manager than someone who lived on a windswept island with one phone and no paved roads. ~ Ransom Riggs, #NFDB
532:Listen, I was the first black manager in baseball and there was incredible pressure. I don't blame anyone else. I was too tough . . . I lack patience. I probably got on guys a little too hard, with the wrong tone of voice. ~ Frank Robinson, #NFDB
533:The manager sits down with me; I sit down with the board. We assess the success of the year. The manager assesses whose coming through the academy system. His job is to look at what is happening in European and world football. ~ David Gill, #NFDB
534:We originally developed 'The Client List' along with Lifetime as a TV movie - my manager and I became partners on the project. Then, we brought in Howard Braunstein on the project and produced it along with Lifetime. ~ Jennifer Love Hewitt, #NFDB
535: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. ~ Noah Baumbach, #NFDB
536:If you're a manager and you're stuck doing the same thing year after year, you're going to get stale and not know how to motivate people. Part of becoming better at what you do requires challenging yourself on a constant basis. ~ Art Briles, #NFDB
537:I never answer if someone knocks on my door and only the band and my manager have my phone number. In any case my phone doesn't ring so I never notice it. I occasionally just walk past and pick it up to see if anyone's there. ~ Robert Smith, #NFDB
538:Lamb said, ‘If you had issues with him, I could have spoken to HR. Arranged an intervention.’ He tapped Moody’s shoulder with his foot. ‘Breaking his neck without going through your line manager, that shit stays on your record. ~ Mick Herron, #NFDB
539:Cards on a wall is a way of practicing transparency, valuing and respecting the input of each team member. The project manager has the task of translating the cards into whatever format is expected by the rest of the organization. ~ Kent Beck, #NFDB
540:For the ability to answer three simple questions: ‘what to change?’, ‘what to change to?’, and ‘how to cause the change?’ Basically what we are asking for is the most fundamental abilities one would expect from a manager. ~ Eliyahu M Goldratt, #NFDB
541:I think the asset management industry, especially in the US, is going through a pretty tough time. If you talk to the CEO of a US asset manager, morale would be at a low, even though stock markets are at almost record levels. ~ Martin Gilbert, #NFDB
542:I just think to be a manager you've got to live and breathe and have this incredible enthusiasm for football, the whole thing. And while I love the game, and it's been a large part of my life, it's not the only thing in my life. ~ Gary Lineker, #NFDB
543:One of your many jobs as manager is information conduit, and the rules are deceptively simple: for each piece of information you see, you must correctly determine who on your team needs that piece of information to do their job. ~ Michael Lopp, #NFDB
544:The more important point here is that this Manager alternative is representative of a general coding pattern usually known as delegation — a composite-based structure that manages a wrapped object and propagates method calls to it. ~ Mark Lutz, #NFDB
545:To The Manager, then, The Technician becomes a problem to be managed. To The Technician, The Manager becomes a meddler to be avoided. To both of them, The Entrepreneur is the one who got them into trouble in the first place! ~ Michael E Gerber, #NFDB
546:We were developing an innovative Personal Information Manager called Chandler but a couple years ago I took off from that to do a project writing down my memoirs essentially, reminiscing about the development of the Macintosh. ~ Andy Hertzfeld, #NFDB
547:You do that stupid thing at 12 years old when you say something and it kind of sticks with you for the rest of your life. So, I believe I said I wanted to be a fishery manager. In hindsight, I think acting could be a better route. ~ Tom Felton, #NFDB
548:As someone who was like a chief spokeswoman for [Donald Trump] and his campaign manager, it wasn't always relevant to what Americans out there were telling us at rallies or telling pollsters behind the scenes concerning them. ~ Kellyanne Conway, #NFDB
549:I'll tell you what makes a great manager: A great manager has a knack for making ballplayers think they are better than they think they are. He forces you to have a good opinion of yourself. He lets you know he believes in you. ~ Reggie Jackson, #NFDB
550:Managing can be more discouraging than playing, especially when you're losing because when you're a player, there are at least individual goals you can shoot for. When you're a manager all the worries of the team become your worries. ~ Al Lopez, #NFDB
551:market fears that the oil-price decline is telling us something bad that we don’t know about global growth,’’ said Eric Stein, co-director of global income at money manager Eaton Vance Management, which has $297.7 billion in assets. ~ Anonymous, #NFDB
552:I've always valued the input of the people I love. So in the past, whenever I'd make a decision - what to wear to an event, whether to pursue a job opportunity - I'd consult those closest to me, like my mother, husband, or manager. ~ Alicia Keys, #NFDB
553:Me walk away? What? Never. I always believe that I am the best manager in the world. Why should I have to walk out? I have been working 24 hours a day. The players have to adapt to me, to one person. I cannot be a fake Di Canio. ~ Paolo Di Canio, #NFDB
554:A balanced plant is essentially what every manufacturing manager in the whole western world has struggled to achieve. It’s a plant where the capacity of each and every resource is balanced exactly with demand from the market. ~ Eliyahu M Goldratt, #NFDB
555:A writer writes for writers, a non-writer writes for his next-door neighbor or for the manager of the local bank branch, and he fears (often mistakenly) that they would not understand or, in any case, would not forgive his boldness. ~ Umberto Eco, #NFDB
556:Being general manager is like being the de facto owner. It's like wearing the crown of 'Restaurant Man' without being 'Restaurant Man.' You're trying to run the business, but you're running the ranch without riding the big horse. ~ Joe Bastianich, #NFDB
557:I had to hold my tongue from since, when I got here til when I was about 22 years old. I ain't holding my tongue no more. So it's best that I don't get no manager, don't get no promoter cos' they're the people tryna tell me what do. ~ Roy Jones Jr, #NFDB
558:I hope to give you at least 15 more years of movies. I`m not going to be this old guy that keeps cranking them out. My plan is to have a theater by that time in some small town and I will be the manager this crazy old movie guy. ~ Quentin Tarantino, #NFDB
559:Yogi Berra, the fabled Yankee baseball player and manager, was said to have pointed out, “If you don’t know where you are going, you’ll end up somewhere else.” That is so true about brands; you need to know where they are to end up. ~ David A Aaker, #NFDB
560:Adieu, valour: rust, rapier: be still, drum, for your manager is in love: yea, he loveth. Assist me, some extemporal god of rhyme, for I am sure I shall turn sonnet. Devise, wit: write, pen, for I am for whole volumes in folio. ~ William Shakespeare, #NFDB
561:I stood in a Burger King and studied, with absorption, the photographs of the manager and his executive crew (reflecting on the curious fact that people who go into hamburger management always look as if their mother slept with Goofy), ~ Bill Bryson, #NFDB
562:David Michael walked up to the desk and rang the bell. “Yes?” asked Karen. “May I help you?” “I’m Bruce Stringbean,” said David Michael, giggling. “I’m a big rock and roll star and I need a room for me and my manager and all my friends. ~ Ann M Martin, #NFDB
563:Employees know that they ultimately pay the price when their manager doesn’t get along with or cooperate with managers of other departments, leaving the staff to navigate the treacherous and bloody waters of organizational politics. ~ Patrick Lencioni, #NFDB
564:I believe a balanced life is essential, and I try to make sure that all of our employees know that and live that way. It's crucial to me as a manager that I help ensure that our employees are as successful as our customers and partners. ~ Marc Benioff, #NFDB
565:The mass education in high schools reflects the mass production of the real world. The teaching style has one teacher (supervisor) lecturing (leading) 20-25 students (workers) sitting in rows, much like a manager and his employees. ~ Jacob Lund Fisker, #NFDB
566:A Russian citizen who worked for the [Donald] Trump campaign manager in Ukraine, worked for Paul Manafort when Manafort was working in Ukraine, that Russian citizen visited the United States around the time of the Republican convention. ~ Rachel Maddow, #NFDB
567:We’re no longer welcome at that particular hotel…for eternity. Those were the manager’s exact words.” Connor loosens his bowtie. “I don’t blame him for thinking we’re immortal. In some preclassic civilizations, I’d be considered a god. ~ Krista Ritchie, #NFDB
568:When I met Nathan, I told my tour manager he was too good-looking for me. I don't have a history of dating good-looking men. I've always complained that girls don't get male groupies, and now I've married the first groupie I've ever had. ~ Nina Persson, #NFDB
569:Dr. Eliyahu Goldratt wrote his seminal book, The Goal: A Process of Ongoing Improvement, in 1984. It’s a Socratic novel about Alex Rogo, a plant manager who must fix his cost and due date issues in ninety days, or his plant will be shut down. ~ Gene Kim, #NFDB
570:I know how it goes. Six or seven months ago I was the manager of the year and I was going to be this and that, tactically this and tactically that, and now, because we have lost two world-class players, I am useless. But I accept that. ~ Brendan Rodgers, #NFDB
571:One of the strong principles that I believe in is that you're always learning, whether you're a commissioner, a current general manager, a president or an owner, or somebody that's trying to become a general manger or a coach in the NFL. ~ Roger Goodell, #NFDB
572:It isn't enough merely to be open to ideas from others. Engaging the collective brainpower of the people you work with is an active, ongoing process. As a manager, you must coax ideas out of your staff and constantly push them to contribute. ~ Ed Catmull, #NFDB
573:My finances have been decimated by a group of people, such as my ex-attorney, my ex-business manager, and an estate planner, specifically. And they have conspired together to - to co-op my corporations, put in trustees without my knowledge. ~ Randy Quaid, #NFDB
574:The difference between a manager who knows what’s going on in an organization and one who is a purely politically driven slimeball is thin. But I would take either of those over some passive manager who lets the organization happen to him. ~ Michael Lopp, #NFDB
575:A woman stood by the first desk, a battered piece of furniture that looked donated from a thrift store. A paper taped to the desk had the words OPERATIONAL MANAGER marked through and replaced with, La Reña de Todo. The Queen of Everything. ~ Mario Acevedo, #NFDB
576:It seems to me as I reviewed the literature that, with few exceptions, the more confident were the prescriptions about how to behave with ethics and integrity, the further removed was the author from the life and work of the everyday manager. ~ Steve Kerr, #NFDB
577:Goodlife was originally a ski management/athlete management company. I have a couple friends who are sponsored for skiing and my manager linked up with their manager. We worked out a deal, because they wanted to branch out into music and culture. ~ SonReal, #NFDB
578:It has been said, and only half in jest, that a tough, professionally led union is a great force for improving management performance. It forces the manager to think about what he is doing and to be able to explain his actions and behavior. ~ Peter Drucker, #NFDB
579: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. ~ John Mahoney, #NFDB
580:My saddest decision in football was leaving Paul Gascoigne out of the 1998 World Cup finals. But he wasn't fit enough and once that decision is made, as a manager and a group of players, you forget about who isn't there and focus on the job. ~ Glenn Hoddle, #NFDB
581:A manager of people needs to understand that all people are different. This is not ranking people. He needs to understand that the performance of anyone is governed largely by the system that he works in, the responsibility of management. ~ W Edwards Deming, #NFDB
582:I SEND YOU MY HEARTY CONGRATULATIONS UPON BEGINNING THE THIRTIETH YEAR OF YOUR GREAT CAREER AS MANAGER OF THE NEW YORK GIANTS, IN WHICH YOU HAVE DONE SO MUCH TO UPHOLD THE TRADITIONS OF CLEAN SPORTSMANSHIP IN THE MOST BELOVED NATIONAL GAME. ~ Herbert Hoover, #NFDB
583:I was imagining a long life of being a stone cold loser. Then I got a job, which was really nice, then I got a great agent, a great manager, which was really nice. I was doing a lot of set ups, and, you know, I got to start working in L.A. ~ Mackenzie Davis, #NFDB
584:All my writing-life people kept telling me that I should stop writing short stories and start writing novels: my agent, my Israeli publisher, my foreign ones, my bank manager - they all felt and keep feeling that I'm doing something wrong here. ~ Etgar Keret, #NFDB
585:We're wanting you to come to the place where you're beginning to offer your thought deliberately. Where you are guiding your thoughts on purpose, where you are the creator of your own experience. Because you are the manager of your own thought ~ Esther Hicks, #NFDB
586:A series of rumors about my attitude, as well as derogatory remarks about myself and my family showed me that the personal resentment of the Detroit general manager toward me would make it impossible for me to continue playing hockey in Detroit. ~ Ted Lindsay, #NFDB
587:I've not seen an effective manager or leader who can't spend some fraction of time down in the trenches... If they don't do that they get out of touch with reality, and their whole thought and management process becomes abstract and disconnected. ~ Jeff Bezos, #NFDB
588:Fifteen minutes in the majors means you’re a great baseball player,” said Detroit Tigers manager Jim Leyland—who never got his fifteen minutes above the Triple-A level. “People just can’t understand how good you have to be to get there at all. ~ John Feinstein, #NFDB
589:I started taking lessons in third grade because I thought it was a fun thing to do. Through my acting teacher, I got my manager. That was about 5th grade. So once that happened it kind of clicked that I probably should pursue acting as a career. ~ Jared Gilman, #NFDB
590:When I was 12, I got a manager, but my mom was against it. It took a lot of convincing. But when I got a job at Manhattan Theatre Club, I think she saw how passionate I was about it and that I worked really hard - and now she's super supportive. ~ Nicola Peltz, #NFDB
591:You can teach all sorts of things that improve the practice of management with people who are managers. What you cannot do is teach management to somebody who is not a manager, the way you cannot teach surgery to somebody whose not a surgeon. ~ Henry Mintzberg, #NFDB
592:I wrote my first two long novels and an anthology of short narratives, when I was a manager of my own jazz bar. There was not enough time to write and I didn't know how to write novels. Therefore, I made written collages of aphorisms and rags. ~ Haruki Murakami, #NFDB
593:People don’t want to be managed. They want to be led. Whoever heard of a world manager? World leader, yes. Education leader, yes. Political leader. Religious leader. Scout leader. Community leader. Labor leader. Business leader. Yes. They lead. ~ John C Maxwell, #NFDB
594:I fired a bunch of people and kind of went back to my roots. I fired my agent - I had this big, fancy agent and a big fancy manager and a big fancy lawyer - and I went back to my first agent and said, "I want to go back to just being an actor." ~ Matthew Lillard, #NFDB
595:Great managers know they don't have 10 salespeople working for them. They know they have 10 individuals working for them . A great manager is brilliant at spotting the unique differences that separate each person and then capitalizing on them. ~ Marcus Buckingham, #NFDB
596:I’m not sure how to work the grill at the cottage.” “Why? Is it complicated?” “I don’t know. I asked the property manager how to turn it on but she started talking about charcoal and lighter fluid.” I shook my head. “That sounded dangerous to me. ~ Melanie Harlow, #NFDB
597:You know what, the drummer is my manager. He's busy. And I'm busy. I don't need the dough, though. But having said that, there's a limit to how much bad music I wanna play. I did it when I was young, and some of the music was OK, but it wasn't great. ~ Aimee Mann, #NFDB
598:I knew a gentleman who was so good a manager of his time that he would not even lose that small portion of it which the calls of nature obliged him to pass in the necessary-house; but gradually went through all the Latin poets in those moments. ~ Lord Chesterfield, #NFDB
599:I started acting when I moved to California when I was nineteen. I started auditioning. I was waiting on my manager at the time. I was waiting on her table, and she sent me on an audition. From there, I just kept auditioning and, luckily, got parts. ~ Laura Ramsey, #NFDB
600:The camera fails to capture the 'business' in show business! We typically will give 10 percent of our salary to the agent, 10 percent to the manager, and 5 percent to the lawyer, plus the publicist gets a flat fee, which needs to be budgeted for. ~ Danica McKellar, #NFDB
601:To stay vigorous, a company needs to provide a stimulating and challenging environment for all these types: the dreamer, the entrepreneur, the professional manager, and the leader. If it doesn't, it risks becoming yet another mediocre corporation. ~ Howard Schultz, #NFDB
602:I have a hard time waking up. No alarm clock works! It sounds childish, but I seriously have my manager, my mom or a buddy of mine wake me up if I have to be somewhere. It's a serious issue! I've been very late for some serious gigs because of it! ~ Jesse McCartney, #NFDB
603:Inside, I stop and stand motionless in the centre of the glass and chrome atrium of my manager’s building. As I stare at the photo on my display, I realize one thing. This wasn’t real. He wasn’t real.
None of it was real – not until this moment. ~ Tammara Webber,#NFDB
604:«Io ho conosciuto un solo Dio e non è vendicativo. È buono e misericordioso.»
Abaddon aveva sempre pensato a Dio come il manager assenteista di un’enorme azienda, più interessato al golf e a un’abbronzatura perfetta che agli uomini, ma non replicò ~ Marie Sexton,#NFDB
605:My manager got the script for Under the Dome, and I read it and just fell in love with the character. I grew up on Stephen King, and I love his whole aesthetic of the classic American story with supernatural events happening, so it just made sense. ~ Alexander Koch, #NFDB
606:Give it 30 minutes, at least: Another favorite move of the busy manager is to schedule a one-on-one for 15 minutes or less. It’s the best I can do, Rands. I’ve got 15 people working for me. First, those 15 people don’t work for you; you work for them. ~ Michael Lopp, #NFDB
607:The manager, in today's world, doesn't get paid to be a steward of resources, a favored term not so many years ago. He or she gets paid for one and only one thing: to make things better (incrementally and dramatically), to change things, to act - today. ~ Tom Peters, #NFDB
608:Yes, in baseball when the team stinks, you fire the manager. But you don't fire him because it rains. And you don't let the opposing team choose a new manager for you. And you don't fire him between innings. And replace him with a Viennese weightlifter. ~ Bill Maher, #NFDB
609:I get tired of hearing it's a crummy world and that people are no damned good. What kind of talk is that? I know a place in Payette, Idaho, where a cook and a waitress and a manager put everything they've got into laying a chicken-fried steak on you. ~ Robert Fulghum, #NFDB
610:I'll miss all my teammates. I'll miss Elvis (Andrus) and (Adrian) Beltre, Mitch (Moreland), Matt Harrison and [manager Ron] Washington. To be honest with you, I hope they go 0-162. I got friends, and I love my friends, but I hope they lose their ass. ~ Ian Kinsler, #NFDB
611:I reckon there's always a bit of pressure. We put it on ourselves, I think we always feel a bit of pressure because people around us and our manager and stuff call us perfectionists, which I find very hard to take because nothing that we do is perfect. ~ Chris Cheney, #NFDB
612:Standard Oil issued a cool response: “These men probably went insane because they worked too hard,” according to the building manager. And those who didn’t survive had merely worked themselves to death. Other than that, the company didn’t see a problem. ~ Deborah Blum, #NFDB
613:Nowhere but in England are the papers so full of fascinating misbehaviour. There is always a scandal brewing, there is always a politician, village vicar or bank manager being pilloried, yet at the same time the country breathes a remarkable sense of order. ~ Geert Mak, #NFDB
614:Armed with machine learning, a manager becomes a supermanager, a scientist a superscientist, an engineer a superengineer. The future belongs to those who understand at a very deep level how to combine their unique expertise with what algorithms do best. ~ Pedro Domingos, #NFDB
615:Listen to me instead of your financial manager: It’s okay to spend money, to save it, to give it away, to worry over it. It’s just money. Your only enemy in life is time. Do be miser with time: hoard it, treasure it, don’t squander a single minute of it. ~ Cassandra King, #NFDB
616:Say what you want about Hitler, but he trained killers. You train kids in their early years and you can do anything you want with that child. —Sparky Anderson, manager of the Detroit Tigers, trying to explain why he prefers younger ballplayers ~ David James Duncan, #NFDB
617:When I was a little kid playing baseball, my manager called me Sleepy. And only a few people, who know me from way, way back, call me that still. I used to drift off and that's why they made me the catcher, so I wouldn't fall asleep. That gift I have still. ~ Bill Murray, #NFDB
618:If a manager asks an academic consultant what to do and that consultant answers, then the consultant should be fired. No academic has the experience to know the context of a managerial problem well enough to give specific advice about a specific situation. ~ James G March, #NFDB
619:MRS. BESSEMER: Yes, sir? PUDOVKIN: If this is chicken consommé, so is Lake Louise. And you can tell the manager I said so. MRS. BESSEMER: But you’re the manager, Mr. Pudovkin. PUDOVKIN (to the others): Well, I’ve heard all the excuses, but that’s a new one. ~ S J Perelman, #NFDB
620:I wouldn't recommend working with your partner for everyone, because it's tough. There's got to be a really keen balance. You've got to know when to stop being the manager and become the husband. I can't go home and complain to my husband about my manager. ~ Gloria Estefan, #NFDB
621:The fighter (like the writer) must stand alone. If he loses he cannot call an executive conference and throw off on a vice president or the assistant sales manager. He is consequently resented by fractional characters who cannot live outside an organization. ~ A J Liebling, #NFDB
622:When I took the job as the manager of the Olympic team, I didn't take it because I was a Dodger. I did it because I was an American, and I wanted to bring that gold medal where it belongs in baseball, the United States. And that's exactly what our team did. ~ Tommy Lasorda, #NFDB
623:Call-time has renewed my faith in the need for public financing of elections. Call-time is where I as the candidate, sit in a room with my “call-time manager,” and a phone. Then I call people and ask them for money. For hours. Apparently, I’m really good at it. ~ Al Franken, #NFDB
624:Chief designer at Apple, became Jobs’s partner and confidant. ABDULFATTAH “JOHN” JANDALI. Syrian-born graduate student in Wisconsin who became biological father of Jobs and Mona Simpson, later a food and beverage manager at the Boomtown casino near Reno. C ~ Walter Isaacson, #NFDB
625:Because if there’s one thing worse than an IT manager who’s feeling the chill wind of obsolescence blowing down his neck and consequently trying to contribute code to the repository like an actual working developer, it’s an IT manager who’s getting creative. ~ Charles Stross, #NFDB
626:As long as you don’t criticise individual players in public, admonishing the team is fine, not a problem. We can all share in the blame: the manager, his staff, the players. Expressed properly, criticism can be an acceptance of collective responsibility. Under ~ Alex Ferguson, #NFDB
627:It was my proudest moment as a manager when England drew 0-0 with Italy in Rome to qualify for the World Cup finals. Fifteen years later, the stakes are equally high for both countries as they go head-to-head for a semi-final place at the European Championship. ~ Glenn Hoddle, #NFDB
628:I was very soft. I gained a lot of weight with my second child and was very on the couch. And [my manager] said, "You know, this is a softer role [in Misteress]. She is a softer character. She's a lesbian that's always the passive half of the relationship." ~ Shannyn Sossamon, #NFDB
629:The main reason to measure objectives is not so much to reward or punish individual communications manager for success or failure as it is to learn from the research whether a program should be continued as is, revised, or dropped in favor of another approach ~ James E Grunig, #NFDB
630:Knowing how to do a job is the accomplishment of labor - showing others is the accomplishment of the teacher - making sure the work is done by others is the accomplishment of the manager - inspiring others to do better work is the accomplishment of the leader. ~ John C Maxwell, #NFDB
631:...We have seven people who knew the skewers were there: the wedding planner, the reception hall manager, the dressmaker, the florist, the veil-maker, the cake-maker, and the caterer. I haven't ruled out the butcher, the baker, and the candlestick maker, either. ~ Linda Howard, #NFDB
632:I have no issue with Elissa. She's a fantastic stage manager, and we've worked together before. In fact, a million years ago we used to be good friends. Back when I still thought her brother was born of a human mother and not spawned straight from Satan's asshole. ~ Leisa Rayven, #NFDB
633:composites. We’ll explore this pattern in more detail in Chapter 31, which is really more about design than about Python. As a quick example, though, we could use this composition idea to code our Manager extension by embedding a Person, instead of inheriting from it. ~ Mark Lutz, #NFDB
634:For example, for me, my brother helped me get a manager, which I don't take for granted. It's tough getting a manager, let alone one that actually cares about you and is smart. But from there, no one's going to cast me just because I'm James Franco's little brother. ~ Dave Franco, #NFDB
635:You used Neverleak,” Shelley said, eyeing my craftsmanship with a skeptical frown. “The sale’s on Stay-Tite.” Shelley was the store manager, and her slumped shoulders and dour expression were as much a part of her uniform as the blue polo shirts we all had to wear. ~ Ransom Riggs, #NFDB
636:A typical hiring manager will have a narrow aperture, considering only certain people with certain titles in certain fields, those who will undoubtedly do today’s job well. But the successful manager sets a wider aperture and rounds up people beyond the usual suspects. ~ Anonymous, #NFDB
637:Everyone in the organizations is very important. From the sweeper to the security officer; from the messenger to the manager, everyone doing well at his post is a leader. The organization becomes a leading one when it’s made up of people leading in their roles. ~ Israelmore Ayivor, #NFDB
638:It's hard to get money to support your [non-profit] organization if you have no evidence. It's very much like the acting business: You need an agent and manager so you can get a job to get resources, but you can't get an agent and a manager unless people see your work. ~ Sonja Sohn, #NFDB
639:My manager lives on my block; four of the apartments in my apartment complex of seven are people I know. It's a really close-knit community, and almost everyone on these few blocks are artists or graphic designers, because we live right on the cusp of a warehouse district. ~ Grimes, #NFDB
640:Sometimes I have young comics that ask me, "What should I do when I meet an agent or a manager and they ask me stuff?" And I say, "Well, they always usually ask, 'Where do you see yourself in five years, 10 years, 15 years?' And it's good to have an answer for that." ~ Baron Vaughn, #NFDB
641:Telling the truth is difficult, but inside a creative company, it is the only way to ensure excellence. It is the job of the manager to watch the dynamics in the room, although sometimes a director will come in after a meeting to say that some people were holding back. ~ Ed Catmull, #NFDB
642:The team manager had sent Dad an information sheet with everything he needed to know about Jason--emergency numbers, health information, but nothing that was really important. I mean, it didn’t provide vital stats like eye color, hair color, or girlfriend status. ~ Rachel Hawthorne, #NFDB
643:Google the phrase "the most hated man in America." And this guy is one of the first people to pop up. Martin Shkreli, aka Pharma Bro, a 32-year-old drug company entrepreneur and former hedge fund manager who has a lot of money and loves to talk about how he spends it. ~ Joy Ann Reid, #NFDB
644:So I'm here, and not being one for missed opportunities, I made a list of the casting directors in New York and mark off the ones I've already met over the years. The few remaining I asked my agent and manager, "See if you can set up some meetings while I'm here." ~ William Mapother, #NFDB
645:There are two sighs of relief every night in the life of an opera manager. The first comes when the curtain goes up The second sigh of relief comes when the final curtain goes down without any disaster, and one realizes, gratefully, that the miracle has happened again. ~ Rudolf Bing, #NFDB
646:to linger in the factory after clocking-off time (though now a manager, simon had never ceased to think in the terms of his apprenticeship) would constitute a fatal admission that your home life was lacking or, worse, that you were trying to brownnose senior management ~ J K Rowling, #NFDB
647:What you've got to realise is that footballers, and me in particular, have seen everything in the changing room. Everything. I've seen the manager kicking off with the players, the players kicking off with him, players fighting each other, managers fighting, everything. ~ Ryan Giggs, #NFDB
648:Your role as a manager is not to do the work yourself, even if you are the best at it, because that will only take you so far. Your role is to improve the purpose, people, and process of your team to get as high a multiplier effect on your collective outcome as you can. ~ Julie Zhuo, #NFDB
649:I always said to the directors that the minute a player becomes more powerful than the manager of Manchester United, it's not Manchester United. You have lost control of the whole club. So I always made sure that I was in control. They always knew who the manager was. ~ Alex Ferguson, #NFDB
650:I have my cards read every time I pass a tarot-reader booth. I would be so embarrassed to have one of those 900 numbers appear on my phone bill, because I don't know how I would explain it to my business manager. It would almost be like saying, Okay, I'm white trash. ~ Jennifer Tilly, #NFDB
651:The ultimate freedom for creative groups is the freedom to experiment with new ideas. Some skeptics insist that innovation is expensive. In the long run, innovation is cheap. Mediocrity is expensive—and autonomy can be the antidote.” TOM KELLEY General Manager, IDEO ~ Daniel H Pink, #NFDB
652:The ultimate freedom for creative groups is the freedom to experiment with new ideas. Some skeptics insist that innovation is expensive. In the long run, innovation is cheap. Mediocrity is expensive—and autonomy can be the antidote.” TOM KELLEY General Manager, IDEO ~ Daniel H Pink, #NFDB
653:A leader is the one who can outline the broad vision and the direction, and say here's where we are going to go, here's why we need to go there, and here's how we are going to get there. A manager is the one who actually gets up under the hood and tunes the carburetor. ~ Mike Huckabee, #NFDB
654:I always got on well with Roberto Mancini and never had a problem with him. Every manager has their own way of working, tactics, and style of play. As a player, you do what the manager says. There are misunderstandings, but generally, everything was fine under Mancini. ~ Sergio Aguero, #NFDB
655:Mayeroff lists a number of elements necessary to be a good caregiver, attributes that are just as necessary to be a good employee or manager. His roster includes knowledge, patience, adaptability to different rhythms, honesty, courage, trust, humility, and hope. ~ Anne Marie Slaughter, #NFDB
656:In February 2000, hedge-fund manager James J. Cramer proclaimed that Internet-related companies “are the only ones worth owning right now.” These “winners of the new world,” as he called them, “are the only ones that are going higher consistently in good days and bad. ~ Benjamin Graham, #NFDB
657:Only 38 per cent of players in the Premier League are English; that is a damning statistic. Soon, the England manager will have to go scouting for players in the Championship - and when I say 'soon' I mean the next four or five years, perhaps even for the next World Cup. ~ Glenn Hoddle, #NFDB
658:The faxes went out from the producers and the director to my agents to my manager to call me and ask me to lose weight. I just remember sitting in my trailer hysterically crying from the embarrassment I felt about myself, my body - and that no one could talk to me directly. ~ Ali Larter, #NFDB
659:The tragedy of "Hamlet" is critically considered to be the masterpiece of dramatic poetry; and the tragedy of "Hamlet" is also, according to the testimony of every sort of manager, the play of all others which can invariably be depended on to fill a theater. ~ George Augustus Henry Sala, #NFDB
660:As a writer, I am not goddess of the universes I create. I am at most a stage manager of the plentiful gifts which tumble out of the horn of plenty, which is to say there is a source so sweet and forgiving and generous that I pray every day to let that source be my guide. ~ Rebecca Wells, #NFDB
661:Baseball has traditionally possessed a wonderful lack of seriousness. The game's best player, Babe Ruth, was a Rabelaisian fat man, and its most loved manager, Casey Stengel, spoke gibberish. In this lazy sport, only the pitcher pours sweat. Then he takes three days off. ~ Thomas Boswell, #NFDB
662:Taryn Grant’s phone buzzed, a call, not an alarm. She was lying on her bed, waking up from a much-needed afternoon nap. She stretched, yawned, picked up the phone, and said, “Hello?” “What are you doing?” Her campaign manager, Connie Schiffer. “Took a nap. I just woke up. ~ John Sandford, #NFDB
663:A manager's most important work is helping the people doing the work. Give them a goal and let them work. Remove any impediments that get in their way. Do anything that make them more effective or productive. Then the organization can capitalize on the fruits of their work. ~ Ken Schwaber, #NFDB
664:The truth is that many people set rules to keep from making decisions. Not me. I don't want to be a manager or a dictator. I want to be a leader-and leadership is ongoing, adjustable, flexible, and dynamic. As such, leaders have to maintain a certain amount of discretion ~ Mike Krzyzewski, #NFDB
665:all those who’d volunteered to be “idea advocates” were called in to work with Tom and his team to hone their pitches. Then, they began making them to me, John, and our general manager, Jim Morris—and together, we immediately began moving to implement the ones that made sense. ~ Ed Catmull, #NFDB
666:A manager’s assessments are compared to those of managers leading similar teams, and they review their employees collectively: A group of five to ten managers meet and project on a wall their fifty to a thousand employees, discuss individuals, and agree on a fair rating. This ~ Laszlo Bock, #NFDB
667:The “with God” life is not a life of more religious activities or devotions or trying to be good. It is a life of inner peace and contentment for your soul with the maker and manager of the universe. The “without God” life is the opposite. It is death. It will kill your soul. ~ John Ortberg, #NFDB
668:Without intending to, without even knowing it, he demonstrated with his life that his father had been right when he repeated until his dying day that there was no one with more common sense, no stonecutter more obstinate, no manager so lucid or dangerous, than a poet. ~ Gabriel Garc a M rquez, #NFDB
669:After [Donald] Trump and his campaign manager both initially denied having anything to do with the platform change, a Trump campaign official now admits that the campaign pushed to soften the Russian language in the platform. It says it was done specifically at Trump`s request. ~ Rachel Maddow, #NFDB
670:As a manager your job is not to teach people talent. Your job is to help them earn the accolade “talented” by matching their talent to the role. To do this well, like all great managers, you have to pay close attention to the subtle but significant differences between roles. ~ Marcus Buckingham, #NFDB
671:One time I picked it up and a voice goes, 'Hi, it's Sinatra. Can you play me a record?' I was like, 'Oh yeah, very funny,' and hung up. I thought someone was having a joke, but it was actually Frank. My manager told me there aren't many people who put the phone down on Sinatra. ~ Tony Blackburn, #NFDB
672:What the hell do you have on?”
Emily looked down at her ensemble. “I have done something wrong, haven't I?”
“Did Tinker put you up to this?”
“Well, she said it was my manager uniform.”
“You...you look like an oversexed librarian.”
She blinked. “Is that a bad thing? ~ Bella Street,#NFDB
673:you read the Company's confidential correspondence?' I asked. He hadn't a word to say. It was great fun. 'When Mr. Kurtz,' I continued severely, 'is General Manager, you won't have the opportunity.' "He blew the candle out suddenly, and we went outside. The moon had risen. Black ~ Joseph Conrad, #NFDB
674:And you will be quite on your own when you do all this. There is no academy where you can learn to be yourself; there is no line manager slowly urging you toward the correct answer. You are midwife to yourself, and will give birth to yourself, over and over, in dark rooms, alone. ~ Caitlin Moran, #NFDB
675:Many people experience a similar fundamental shift in thinking when they face a life-threatening crisis and suddenly see their priorities in a different light, or when they suddenly step into a new role, such as that of husband or wife, parent or grandparent, manager or leader. ~ Stephen R Covey, #NFDB
676:the Marriott manager who oversaw the regime change, draws a conclusion that should be pinned up in boardrooms and factories everywhere: “One of the most important things we learned … was that people could be just as productive—and sometimes even more so—when they worked fewer hours. ~ Carl Honor, #NFDB
677:The people who I grew up making music with, we've all grown up and become successful in different ways. My manager supported me since I was 16 and believed in me as a musician. He's been there since Day 1, and there's so much to be said about doing something with people that you love. ~ Skrillex, #NFDB
678:I believe every person has the ability to achieve something important, and with that in mind I regard everyone as special. A manager should feel this way about people, but it's an attitude that can't be faked. You've got to be honestly convinced that every human being is important. ~ Mary Kay Ash, #NFDB
679:Practicing discipline involves continually working to find space in our patterns, to find the gaps in the images we hold about ourselves. It also means finding the gaps in our ideas about others, releasing images that we hold about a manager, a coworker, a friend, or a partner. ~ Tsoknyi Rinpoche, #NFDB
680:Good intentions are no excuse for incompetence. And the manager who believes that social consciousness is a substitute for managing his business—or his hospital or his university—so that it produces the results for the sake of which it exists, is either a fool or a knave or both. ~ Peter F Drucker, #NFDB
681:How can I think of leaving Liverpool after a night like this? I am really happy with the club. I will be having talks with the chairman and the manager shortly, but it is looking good. Liverpool fans are crazy, they were unbelievable, and I'd like to dedicate this victory to them. ~ Steven Gerrard, #NFDB
682:now my blood ran cold. Because if there’s one thing worse than an IT manager who’s feeling the chill wind of obsolescence blowing down his neck and consequently trying to contribute code to the repository like an actual working developer, it’s an IT manager who’s getting creative. ~ Charles Stross, #NFDB
683:one moment and bright the next. "When the manager, escorted by the pilgrims, all of them armed to the teeth, had gone to the house, this chap came on board. 'I say, I don't like this. These natives are in the bush,' I said. He assured me earnestly it was all right. 'They are simple ~ Joseph Conrad, #NFDB
684:An ax came through the door. Then two firefighters. They looked down at and assistant mall manager crying and wearing a melted toupee, sitting cross-legged next to a mall cop with a bleeding ankle and a mouth full of paper.
One of the firefighters look at the other. "Not again. ~ Tim Dorsey,#NFDB
685:Baseball calls it a curve ball for a reason: you just don't know where some pitches will land. Your ace could get injured. Your golden glover could err. Your team could sit through a rain delay. Your manager could get ejected. Your bench must be broad and deep enough to overcome. ~ Christine Pelosi, #NFDB
686:It also makes clear that it is her meeting and will take as much or as little time as she needs. During the meeting, since it’s the employee’s meeting, the manager should do 10 percent of the talking and 90 percent of the listening. Note that this is the opposite of most one-on-ones. ~ Ben Horowitz, #NFDB
687:My dad was the manager at the 45,000-acre ranch, but he owned his own 1,200-acre ranch, and I owned four cattle that he gave to me when I graduated from grammar school, from the eighth grade. And those cows multiplied, and he kept track of them for years for me. And that was my herd. ~ Dave Brubeck, #NFDB
688:I don't have interns. I don't have a manager. I don't have assistants. I don't have a secretary. I can't figure out Outlook Express. I'm the worst person in the world answering e-mails, and my phone is probably the oldest, most battered phone you can find. So I just talk to people. ~ Bruce Dickinson, #NFDB
689:Everybody - even huge movie stars - have downs. That's just how it is. The work ebbs and flows. My manager and I were saying, 'Let's remember that in 2013 we were soooo busy.' So whenever it is that we're not, maybe it'll come back again. Maybe it won't. But you've gotta love the ride. ~ Betsy Brandt, #NFDB
690:In fact, to be successful as a first-time manager requires a major transition for which many people are not adequately prepared. Perhaps the most difficult aspect of this transition is that first-time managers are responsible for getting work done through others rather than on their own. ~ Ram Charan, #NFDB
691:The book [Night manager] is amazing. It is amazing to act in any book adaptation, because a book gives you so many secrets and details that don't necessarily get shot in an adaptation. They give you a cushion underneath everything. The detail in the character, the detail in the tone. ~ Tom Hiddleston, #NFDB
692:And now my blood ran cold. Because if there’s one thing worse than an IT manager who’s feeling the chill wind of obsolescence blowing down his neck and consequently trying to contribute code to the repository like an actual working developer, it’s an IT manager who’s getting creative. ~ Charles Stross, #NFDB
693:Today Jackie was following the Troy who was a loan manager at the Last Bank of Night Vale ('We put our customers second, and our apocalyptic prophecies first!'). This Troy had very regular hours, not just at his work but in his life outside of work, and so he was especially easy to tail. ~ Joseph Fink, #NFDB
694:It is management’s job to figure out how to help others see conflict as healthy—as a route to balance, which benefits us all in the long run. I’m here to say that it can be done—but it is an unending job. A good manager must always be on the lookout for areas in which balance has been lost. ~ Anonymous, #NFDB
695:When people ask me what I do for a living, I generally tell them 'I run a hedge fund.' The majority give me a strange look, so I quickly add, 'I am a money manager.' When the strange look persists, as it often does, I correct it to simply, 'I'm an investor.' Everyone knows what that is. ~ David Einhorn, #NFDB
696:Before the first workout, Joe Schultz, the manager (he’s out of the old school, I think, because he looks like he’s out of the old school—short, portly, bald, ruddy-faced, twinkly eyed), stopped by while I was having a catch. “How you feeling, Jim?” he asked. I wonder what he meant by that. ~ Jim Bouton, #NFDB
697:I knew [Jesse Owens'] name, but I really didn't remember what it is he had done, so I felt like I had to get refreshed. So I read the script and I realized like, wow, this is an incredible human being. I told my manager, however I had to do it, let me see the director; I got to play him. ~ Stephan James, #NFDB
698:MICHAEL: Maybe just this: A manager has got to remember that he is on stage every day. His people are watching him. Everything he does, everything he says, and the way he says it, sends off clues to his employees. These clues affect performance. So never forget you are on that stage. ~ Marcus Buckingham, #NFDB
699:The laws of Pluto's kingdom know small difference between king and cobbler, manager and call-boy; and, if haply your dates of life were conterminant, you are quietly taking your passage, cheek by cheek (O ignoble levelling of Death) with the shade of some recently departed candle-snuffer. ~ Charles Lamb, #NFDB
700:Tjan writes, “There is one quality that trumps all, evident in virtually every great entrepreneur, manager, and leader. That quality is self-awareness. The best thing leaders can do to improve their effectiveness is to become more aware of what motivates them and their decision-making. ~ Ian Morgan Cron, #NFDB
701:Our minds are like a hotel. The manager can’t keep people from coming into the lobby, but he can keep them from getting a room. It is the same with our thoughts. It is not a sin when an impure thought goes through our minds. The sin comes when we give it a room and let it settle down there. ~ O S Hawkins, #NFDB
702:You must provide more benefits and fewer costs and risks than the other choices your manager has. Most people seeking a promotion pay more attention to promising benefits than they do to alleviating costs and mitigating risks, but all three are critical in any decision to promote from within. ~ Anonymous, #NFDB
703:Programming in the abstract sense is what I really enjoy. I enjoy lots of different areas of it... I'm taking a great deal of enjoyment writing device drivers for Linux. I could also be having a good time writing a database manager or something because there are always interesting problems. ~ John Carmack, #NFDB
704:A baseball manager recognizes a nonphysical talent, hustle, as an essential gift of great players and great teams. It is the characteristic of running faster than necessary, moving sooner than necessary, trying harder than necessary. It is essential for great programming teams, too. ~ Frederick P Brooks Jr, #NFDB
705:A manager who takes the time to probe the data and who listens to the various perspectives has a crucial advantage. Not only does he figure out what really happened in the specific case, he also sends an empowering message to his staff: if you make an honest mistake we will not penalise you. ~ Matthew Syed, #NFDB
706:As a top manager, you have to not just reward truth-telling, you've got to beg for it, and you've got to demand that everyone around you gives you constructive criticism, constantly. You've got to get out of the bubble, so that you can get direct feedback from everybody who's being affected. ~ Robert Reich, #NFDB
707:I remember you organized the big laundry party and all of our friends took their dirty clothes to the laundromat and drank wine out of a wineskin until the manager threw us out because you kept yelling that there ought to be a prize given to the owner of the biggest pair of boxer shorts. ~ Guy Vanderhaeghe, #NFDB
708:I work very closely with Steve Bannon. Frankly, people should look at the full resume. He`s got a Harvard Business degree, a naval officer. He has success in entertainment. I don`t know if you`re aware of that. And he certainly was a Goldman Sachs manager and partner. Brilliant tactician. ~ Kellyanne Conway, #NFDB
709:Matthew Boylan, former NASA operational graphics manager, worked for years creating photo-realistic computer graphics for NASA. Now a vocal Flat-Earther, Boylan claims that NASA’s sole reason for existence is to propagandize the public and promote this false ball-Earth heliocentric worldview. ~ Eric Dubay, #NFDB
710:When making his music, he [Elvis Presley] had been the essence of cool, but in his movies he was often a self-parody embarrassing to watch. Colonel Parker, his manager, who had picked movie scrips for him, had served Elvis less well than the monk Rasputin had served Czar Nicholas and Alexandra. ~ Dean Koontz, #NFDB
711:Custom! that skilful but unhurrying manager who begins by torturing the mind for weeks on end with her provisional arrangements; whom the mind, for all that, is fortunate in discovering, for without the help of custom it would never contrive, by its own efforts, to make any room seem habitable. ~ Marcel Proust, #NFDB
712:If you wish to be thought a good estate manager, or a good horseman, or a good physician, or a good flute player without really being one, just imagine all the tricks you have to invent just to keep up appearances. You might succeed at first, but in the end you’re going to be exposed as an impostor. ~ Xenophon, #NFDB
713:It’s also a lot harder to bullshit your peers than your boss. In talking to a project manager without tech chops, programmers can make a thirty-minute job sound like a week-long polar expedition, but if their tall tale is out in the open for other programmers to see, it won’t pass the smell test. ~ Jason Fried, #NFDB
714:My father had to flee from what is today Pakistan when he was a child, and he became a manager at IBM, and any item of consumption he would acquire was a direct measurement of his success in life. But that same equation wasn't going to work for me - I was quite clear about that in my early teens. ~ Tino Sehgal, #NFDB
715:The way I see it, my job as a manager is to create a fertile environment, keep it healthy, and watch for the things that undermine it. I believe, to my core, that everybody has the potential to be creative—whatever form that creativity takes—and that to encourage such development is a noble thing. ~ Ed Catmull, #NFDB
716:Custom! that skillful but unhurrying manager who begins by torturing the mind for weeks on end with her provisional arrangements; whom the mind, for all that, is fortunate in discovering, for without the help of custom it would never contrive, by its own efforts, to make any room seem habitable. ~ Marcel Proust, #NFDB
717:It's why we oppose Citizens United from that right-wing Supreme Court. In 2012, I also said the Tea Party "acted like terrorists" and called a donut shop manager in Milwaukee who wanted lower taxes a "smartass." And I said the number one issue is a three-letter word, J-O-B-S." I'm proud of who I am. ~ Joe Biden, #NFDB
718:Prioritization is rightly the job of the business sector, not the technology organization, and so should not be within a technical manager’s remit. Unfortunately, it is commonplace for business management to abdicate that responsibility and leave a technical manager to prioritize the work—and ~ David J Anderson, #NFDB
719:There are five degrees of initiative that the manager can exercise in relation to the boss and to the system: wait until told (lowest initiative); ask what to do; recommend, then take resulting action; act, but advise at once; and act on own, then routinely report (highest initiative). ~ Harvard Business Review, #NFDB
720:A study of project and risk management in software projects in the public sector found that an informal partnership between the project’s business owner and the project manager was seen by the latter as providing more effective project proprietorship and governance than the project steering committee ~ Anonymous, #NFDB
721:in its people decisions, management must demonstrate that it realizes that integrity is one absolute requirement of a manager, the one quality that he has to bring with him and cannot be expected to acquire later on. And management must demonstrate that it requires the same integrity of itself. ~ Peter F Drucker, #NFDB
722:I think the idea that the hedge fund manager gets lower taxes than the taxi driver or the physics professor is insane. The legislators who leave that policy in place are derelict in their duties to be rational and fair. There are plenty of them in both political parties. It's totally outrageous. ~ Charlie Munger, #NFDB
723:How does the product manager keep the entire team on schedule despite the apparent random and divergent methods of designers? Encourage their free exploration, but hold them to the schedule (and budget) constraints. There is nothing like a firm deadline to get creative minds to reach convergence. ~ Donald A Norman, #NFDB
724:Managers all over the world will go crazy when their artists are not touting the party line and making things pretty in the way that they're supposed to, but it's different when your manager is your husband. It's contrary to your soul. That commercial interest presses in upon your whole personal life. ~ Liz Garbus, #NFDB
725:Think of the organizational design as the communications architecture for your company. If you want people to communicate, the best way to accomplish that is to make them report to the same manager. By contrast, the further away people are in the organizational chart, the less they will communicate. ~ Ben Horowitz, #NFDB
726:I think Pep Guardiola is a top manager. There's no doubt about that. Not only did he manage Messi and Iniesta, but he made them better and took them to levels they'd never been before. The best team I've ever seen is Pep Guardiola's Barcelona. I'm sure his management got something to do with that. ~ Jamie Carragher, #NFDB
727:No manager in the world gets good results all the time and you know there's people always ready to have a snipe. In fact I'm my own biggest critic, I really am. Because my own standards are so high, I criticise myself behind the scenes more than perhaps I should, according to people who know me well. ~ Glenn Hoddle, #NFDB
728:I was never a nightclub manager or a hostess. I want to make that very clear. I was an executive at my club. I was a director of VIP operations, that's much different than a manager, that's much different than a waitress, it's different than, you know, a host - I was like an executive-level position ~ Rachel Uchitel, #NFDB
729:I love my wife. We've had a few slings and arrows across the room, but I'm not prepared to give in, you know? People say she saved my life, but at the same time, I saved her life, as well, I think. She's a great mother, she's a great wife, she's a great worker, she's a great manager. She's just great. ~ Ozzy Osbourne, #NFDB
730:Now you know you're going to have to play music for the label, you know you're going to have to get an opinion from the manager. Now, I'm so much more conscious and it bothers me. I try to find my way back to writing without being too analytical or not thinking about whether this is good or is it bad. ~ Yukimi Nagano, #NFDB
731:The manager turned up his palms. "I don't have those answers, Samirah, but Huginn and Muninn will brief you privately. Go with them to the high places of Valhalla. Let them show you thoughts and memories."
To me, that sounded like some trippy vision quest with Darth Vader appearing in a foggy cave. ~ Rick Riordan,#NFDB
732:When one person manages the money, the money manager tends to act as a parent, and the non-manager tends to act like a child. The parent is put in the position of saying "no" to the desires of the child, and the child acts resentfully toward the parent. This isn't exactly a recipe for relationship bliss. ~ Erik Wecks, #NFDB
733:I never had a checkbook. It used to be cash in hand, stuff in the pocket, or a manager would keep some accounts and give me money. I started to wonder what it must feel like to actually make a profit, pay taxes, and to have a phone listing, and a manager. And also, I was sick of sleeping around every night. ~ Iggy Pop, #NFDB
734:There are the Podesta emails we've been publishing. [John] Podesta is Hillary Clinton's primary campaign manager, so there's a thread that runs through all these emails; there are quite a lot of pay-for-play, as they call it, giving access in exchange for money to states, individuals and corporations. ~ Julian Assange, #NFDB
735:manager, he works late two nights out of five, but there’s no way to predict which ones. What I do know is his home address, the names of his wife and their two little girls, and what their bedroom windows look like. If he’s there, he’ll cooperate, and we won’t need a gun to make him do it. Just words. ~ Craig Schaefer, #NFDB
736:Man United, for all the doom and gloom, they're still the best club on the planet, they've got the best supporters and the best manager... United will always be United. To me, they are still the best and whatever disappointments they're having at the moment, don't worry, they'll bounce back. They always do. ~ Roy Keane, #NFDB
737:No, I don't think my presence will cause an increase in black attendance at Cleveland. People come out to see the players. When do you see a manager anyway? When he's out on the field arguing with the umpires, making a fool of himself and you know you can't win, and when he brings out the line-up card. ~ Frank Robinson, #NFDB
738:Custom! that skilful but unhurrying manager who begins by torturing the mind for weeks on end with her provisional arrangements; whom the mind, for all that, is fortunate in discovering, for without the help of custom it would never contrive, by its own efforts, to make any room seem habitable. Certainly ~ Marcel Proust, #NFDB
739:Some of you may know my story: How for nineteen years, I worked as a manager for a tire plant in Alabama. And some of you may have lived a similar story: After nearly two decades of hard, proud work, I found out that I was making significantly less money than the men who were doing the same work as me. ~ Lilly Ledbetter, #NFDB
740:The knowledge of the worker is often called ‘skill’, for it requires manual dexterity and training. The knowledge of the manager is ‘academic’ as it can be taught in colleges and universities. However, the knowledge of the leader is ‘creative’ which can generally not be taught, and must come from within. ~ Awdhesh Singh, #NFDB
741:There is no definitive list of the duties of a stage manager that is applicable to all theaters and staging environments. Regardless of specific duties, however, the stage manager is the individual who accepts responsibility for the smooth running of rehearsals and performances, on stage and backstage. ~ Laurence Sterne, #NFDB
742:I got a little carried away one day and sold my entire load of meat on my way to a delivery in Atlantic City. I put the seal on my lock after the whole load of meat was transferred to the guy. When I got to Atlantic City the seal was broken by the manager and there was no meat inside and I was mystified. ~ Charles Brandt, #NFDB
743:Peaseblossom-decorous, proper Peaseblossom-dropped her trousers to waggle her naked, pale bottom at the Stage Manager. Bertie laughed involuntarily, choked on her coffee, and nearly died as it came out her nose, but it was worth the searing pain in her nostrils to see the look on the Stage Manager's face. ~ Lisa Mantchev, #NFDB
744:The first time that I appeared on stage, it scared me to death. I really didn't know what all the yelling was about. I didn't realize that my body was moving. It's a natural thing to me. So to the manager backstage I said, "What'd I do? What'd I do?" And he said, "Whatever it is, go back and do it again." ~ Elvis Presley, #NFDB
745:Every manager of a Wall Street tech group likes to have people believe that his guys are geniuses. Russians, whatever. His whole persona among his peers is that what he and his team do can’t be replicated. When people find out that ninety-five percent of their code is open source, it kills that perception. ~ Michael Lewis, #NFDB
746: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. ~ Tommy Lasorda, #NFDB
747:If you are an effective manager of your self, your discipline comes from within; it is a function of your independent will. You are a disciple, a follower, of your own deep values and their source. And you have the will, the integrity, to subordinate your feelings, your impulses, your moods to those values. ~ Stephen Covey, #NFDB
748:if you are an effective manager of yourself, your discipline comes from within; it is a function of your independent will. You are a disciple, a follower, of your own deep values and their source. And you have the will, the integrity, to subordinate your feelings, your impulses, your moods to those values. ~ Stephen R Covey, #NFDB
749:I think functioning as a business manager can be a hindrance to having a real dialogue with the artist. I do think that artists need good lawyers and accountants, because they're dealing with serious money. But an artist who stands behind a manager? That's a little different. I think that can be a bad buffer. ~ Larry Gagosian, #NFDB
750:I was lying in bed on a Saturday morning, reading the paper, when my phone went. The caller was Rangers director, Jack Gillespie, and he offered me the manager's job at Ibrox. I was flattered but declined with thanks. John Greig was a good friend of mine and I had no intention of being involved in ousting him. ~ Alex Ferguson, #NFDB
751:I took the money and passed the box across the counter and said politely, ‘Your choice of colour
really lacks style.’ I smiled and Beth laughed and the guy asked to see my manager.
I got Bert and he leant over the box and looked at the paint and said, ‘Ed was being polite. Your
choice of colour is shit. ~ Cath Crowley,#NFDB
752:Rewarding the squeaky wheel. Imagine a manager whose report interviews at another company and gets a higher offer. The report says she’ll leave unless she gets a raise to match. The manager says okay. The story gets out, and suddenly all the other members of the team feel incentivized to interview at other places. ~ Julie Zhuo, #NFDB
753:I became a manager very young. My first sous chef job I was, maybe, 25. It was a bit too early for me. But it's on-the-job training. You really just get stuck in there and it's trial and error. You learn by your mistakes, and hopefully you don't keep making them. And if you do, you just keep trying to fix it. ~ April Bloomfield, #NFDB
754:I think there is a big and significant difference between being a leader and being a manager-leaders lead from the heart. You have to be analytical and flexible. Flexibility is one of the key ingredients to being successful. If you feel like it's difficult to change, you will probably have a harder time succeeding. ~ Andrea Jung, #NFDB
755:lawfully, ethically, and in the best interests of Amazon.com. This Code of Business Conduct and Ethics (the “Code of Conduct”) sets out basic guiding principles. Employees who are unsure whether their conduct or the conduct of their coworkers complies with the Code of Conduct should contact their manager or the Legal ~ Anonymous, #NFDB
756:My rather puritanical view is that any investment manager, whether operating as broker, investment counselor of a trust department, investment company, etc., should be willing to state unequivocally what he is going to attempt to accomplish and how he proposes to measure the extent to which he gets the job done. ~ Warren Buffett, #NFDB
757:I met my manager when I was 17, when I didn't have enough money to buy a set of guitar strings. There are not very many people who are looking out for you and being in business with you when you're at that stage. And it's not in my nature to think that success as a musician makes you any different from anybody else. ~ Johnny Marr, #NFDB
758:Nobody else in the world can play the way Scholes does. The passes he produces all over the field and the way he changes the game is brilliant. Every manager would like him. But luckily he is here and playing with us. Paul practices that all the time. When he has finished training he always goes out and shoots. ~ Dimitar Berbatov, #NFDB
759:I did tons of theater in school, and then when I was 16 and got my driver's license, I started driving to Los Angeles, along with my friend Eric Stoltz, who was a year ahead of me and was doing the same thing. So we had the same manager, and we started auditioning for things and doing commercials when we were 16. ~ Anthony Edwards, #NFDB
760:I feel like I have reached the stage where I can no longer produce for my club, my manager, and my teammates. I had a poor year, but even if I had hit .350, this would have been my last year. I was full of aches an pains and it had become a chore for me to play. When baseball is no longer fun, it's no longer a game. ~ Joe DiMaggio, #NFDB
761:motherhood is not a job at all. It is a full-time, all-consuming, life-subsuming career with no pay, no stock options, no social security, and lots of lip service with little actual respect (just watch the difference in people’s reactions to you when you tell them you are a project manager instead of a mother). ~ Andrea J Buchanan, #NFDB
762:I spoke to Tom's [Hardy] manager and said, "While we're talking about Taboo, do you mind if I also mention this film project that I've got, which is called Locke, and I need Tom to play the lead." And we spoke about both in that meeting and in the end the deal was that I would do Taboo if he did Locke and vice versa. ~ Steven Knight, #NFDB
763:I had a teacher at school who told me once that I was a mistress of self-reinvention. I didn't know what he was on about at the time, I thought he was putting me on, but I've since come to like the idea. Runaway, lover, wife, waitress, gallery manager, nanny, and a few more in between. So who do I want to be tomorrow? ~ Paula Hawkins, #NFDB
764:Yet another hedge fund manager explained Icelandic banking to me this way: you have a dog, and I have a cat. We agree that each is worth a billion dollars. You sell me the dog for a billion, and I sell you the cat for a billion. Now we are no longer pet owners but Icelandic banks, with a billion dollars in new assets. ~ Michael Lewis, #NFDB
765:In any of the big acting cities, there are breakdowns that the casting directors put together for the projects that they're working on and then they get sent out to the agents and stuff like that. It's difficult to find projects, sometimes, unless your agent or manager is submitting you for those specific projects. ~ Bostin Christopher, #NFDB
766:Among engineers generally, the most common form of ambition—the one made most socially acceptable—has been the desire to become a manager. If you don’t become one by a certain age, then in the eyes of many of your peers you become a failure. Among computer engineers, I think, the wish to manage must be a virtual instinct. ~ Tracy Kidder, #NFDB
767:Desperate times require desperate measures. What Lincoln and the Lobbyist for the Amendment and the Manager of the Amendment and himself, what they did to get this passed was not illegal. It was murky, but what they did was noble and grand. How they went about it was somewhat murky. Nothing they did was really illegal. ~ Steven Spielberg, #NFDB
768:Inheritance is best at coding extensions based on direct customization (like our Manager specialization of Person). Composition is well suited to scenarios where multiple objects are aggregated into a whole and directed by a controller layer class. Inheritance passes calls up to reuse, and composition passes down to delegate. ~ Mark Lutz, #NFDB
769:Good product managers know the market, the product, the product line, and the competition extremely well and operate from a strong basis of knowledge and confidence. A good product manager is the CEO of the product. Good product managers take full responsibility and measure themselves in terms of the success of the product. ~ Ben Horowitz, #NFDB
770:I started in the lowest league in baseball, and I worked my way all the way up to Triple A and then to the big leagues. I never reached the level that I thought I would reach as a player. But that's the way it goes. So then I started from the bottom as a manager, and I worked my way up to managing the Dodgers for 20 years. ~ Tommy Lasorda, #NFDB
771:Im a ridiculous sci-fi fan. In fact, I admit it freely; my manager is horrified. I just recently bought seasons two through five of Star Trek: The Next Generation on DVD. And Ive watched all the episodes, half on the plane and a few of them as I was going to sleep last night. Theres something about sci-fi thats comforting. ~ Emma Caulfield, #NFDB
772:Jobs’s successes came at a cost, since velvety diplomacy was still not part of his repertoire. When he decided that a division of Airborne Express wasn’t delivering spare parts quickly enough, he ordered an Apple manager to break the contract. When the manager protested that doing so could lead to a lawsuit, Jobs replied, ~ Walter Isaacson, #NFDB
773:We were always told we were one step behind Deep Purple, one step behind Led Zeppelin, one step behind everybody. Our manager didn't want to let us know how popular we were. It's only after we did Ozzfest that people started telling me stuff. I thought they were taking the piss. People would come up to me and go, "Respect." ~ Ozzy Osbourne, #NFDB
774:While in their conference room perusing some papers, he came upon a middle manager who was being yelled at by a senior vice president of finance. The poor man’s shoulders were bent with anguish, his eyes were red and runny with sadness and humiliation, his hands shook, and he could scarcely raise his voice to defend himself. ~ Stanley Bing, #NFDB
775:Ask questions, lots of questions Schedule regular 1:1s with your manager. Get to know your team. Actively solicit feedback-don’t wait for it Accept the challenge (i.e., take risks and don’t be afraid to fail … other Googlers will support you). Two weeks later, they received a follow-up email reminding them of the five actions. ~ Laszlo Bock, #NFDB
776:Jim Fregosi was not only one of the most respected men in baseball, he was a great man. He was a player's manager. He had that special gift as a manager that made you want to get to the field and play your ass off for him. Jim Fregosi was the reason that 1993 was one of the most exciting years in Philadelphia sports history. ~ Lenny Dykstra, #NFDB
777:The key to a good one-on-one meeting is the understanding that it is the employee’s meeting rather than the manager’s meeting. This is the free-form meeting for all the pressing issues, brilliant ideas, and chronic frustrations that do not fit neatly into status reports, email, and other less personal and intimate mechanisms. ~ Ben Horowitz, #NFDB
778:Well, Mr. Arnold, here's Mrs. Hammond at last!" The manager led them through the hall himself and pressed the elevator-bell. Hammond knew there were business pals of his sitting at the little hall tables having a drink before dinner. But he wasn't going to risk interruption; he looked neither to the right nor the left. ~ Katherine Mansfield, #NFDB
779:Hugh [Evans] called us. And obviously this has been on our radar for all the years it`s been going on. And each year obviously reaches more and more people, and it`s high profile. Hugh reached out to our manager just down the street. And we said we`re here [ on GLOBAL CITIZEN in the Central Park] to help and do whatever we can. ~ Lars Ulrich, #NFDB
780:I just got a new manager. He's like, "So what do you want to do with the deejay thing?" I'm like, "The deejay thing for me is more my hobby." It's great when you can supplement your income, when you have a weekly or something, it's fun. It's really a hobby, because I don't want it to take away from what I do, which is emceeing. ~ Talib Kweli, #NFDB
781:The general manager is kind of like the step into darkness when you reach the top of the league. As GM, you're responsible for everything, including the maitre d's and the sommeliers - all these people who have their own agendas. But you probably make less than the maitre d' and have a lot more work and a lot more headaches. ~ Joe Bastianich, #NFDB
782:If a team is in a positive frame of mind, it will have a good attitude. If it has a good attitude, it will make a commitment to playing the game right. If it plays the game right, it will win-unless, of course, it doesn't have enough talent to win, and no manager can make goose-liver pate out of goose feathers, so why worry? ~ Sparky Anderson, #NFDB
783:I want to see the manager." "Is there anything I could do, sir?" Archie looked at him doubtfully. "Well, as a matter of fact, my dear old desk-clerk," he said, "I want to kick up a fearful row, and it hardly seems fair to lug you into it. Why you, I mean to say? The blighter whose head I want on a charger is the bally manager. ~ P G Wodehouse, #NFDB
784:…she’d spent a great deal of time questioning the manager about the most efficacious ways of cleaning and sterilizing the device she’d reluctantly purchased. After being referred to the manufacturer, she’d finally gotten some answers, and had even made suggestions that he assured her would be added as an insert with the product. ~ Lisa Eugene, #NFDB
785:So this is (a manager's) dilemma: The manager must retain control and focus people on performance. But she is bound by her belief that she cannot force everyone to perform the same way. ... The solution is as elegant as it is efficient: Define the right outcomes and let each person find his own route toward these outcomes. ~ Marcus Buckingham, #NFDB
786:But, yeah, it was just the regular audition process. There were a couple people telling me about it and that they were looking for the actors, but my manager is pretty good at sorting that out. And, (casting director) Rene Haynes cast me in Into the West, and she's always kept in touch and been a real big supporter of my career. ~ Tinsel Korey, #NFDB
787:See, squire,” he said to the wide-eyed hotel manager, “our boss tells us we don’t want a lot of fuss about this. None of this evacuating the area bollocks you see on telly. We go in, we disarm him nice and quiet, then bob’s your uncle, we’re out of your hair for good. Okay? No problems for us and no bad publicity for the hotel. ~ Peter Robinson, #NFDB
788:This civil action is another case of a tragedy that has become all too familiar in the music industry: a business manager and professional advisers exploit an immensely talented artist's loyalty and trust through greed, self-dealing, concealment, knowing misrepresentation and reckless disregard for professional fiduciary duties. ~ Leonard Cohen, #NFDB
789:His manager taught him that words change with time, by single letters or more, sometimes their whole roots switching—a “y” to an “e” in a name for power, “sun-writing” becomes “light-drawing.” The man eventually gave him this whole other tongue, and he revisited and at last learned from those cuttings about immense foreign wars. ~ China Mi ville, #NFDB
790:Many companies were spending millions of dollars trying to nail social media, but I just went with my instincts and treated my customers like they were my friends. Even with no manager watching to give me a gold star, it was important to do my best. Who cares if a tree falls in a forest and no one hears it? The tree still falls. ~ Sophia Amoruso, #NFDB
791:The manager administers; the leader innovates. The manager has a short-range view; the leader has a long-range perspective. The manager asks how and when; the leader asks what and why. The manager has his eye on the bottom line; the leader has his eye on the horizon. The manager accepts the status quo; the leader challenges it. ~ Warren G Bennis, #NFDB
792:I went to Los Angeles, because I have a manager, and - I can't remember when, but we met in London maybe six months or a year beforehand, and he said, "Listen, if you really want to get a job out of L.A., you really need to come." And I was like, "Well, can't I send a tape or something?" And he was like, "No, no, you need to come." ~ James Callis, #NFDB
793:She was a manager at Department Store Number One in Pyongyang, which was regularly featured on the television news, showing shelves laden with colourful produce. But when I visited her there she told me that the goods on the shelves were for display only, to impress foreign visitors. The store had no stock to replace what was sold. ~ Hyeonseo Lee, #NFDB
794:I’ve always felt that a manager has achieved a great deal when he’s able to motivate one other person. When it comes to making the place run, motivation is everything. You might be able to do the work of two people, but you can’t be two people. Instead, you have to inspire the next guy down the line and get him to inspire his people. ~ Lee Iacocca, #NFDB
795:My idea of that[idea of career] is constantly changing. I mostly just throw it out to the universe and I can't really do much after that. I've never taken the steps to be "successful": I've never had a manager or signed to a publishing house. I've talked to people about it but I've never followed through because it gives me the creeps. ~ J Tillman, #NFDB
796:Whether you are a writer, or an actor, or a stage manager, you are trying to express the complications of life through a shared enterprise. That's what theatre was, always. And live performance shares that with an audience in a specific compact: the play is unfinished unless it has an audience, and they are as important as everyone else. ~ Lee Hall, #NFDB
797:A farmer, as one of his farmer correspondents once wrote to Liberty Hyde Bailey, is "a dispenser of the 'Mysteries of God.'"
The husband, unlike the "manager" or the would-be objective scientist, belongs inherently to the complexity and the mystery that is to be husbanded, and so the husbanding mind is both careful and humble. ~ Wendell Berry,#NFDB
798:As rich as you think some of us are, for every $18.99 CD you buy, the artist usually sees a toonie or so. Pay your producer out of that. Then your manager. Then split it five ways among your band mates. Now don't act surprised when you see the drummer of a platinum-selling Canadian rock band behind the drive- thru window at Tim Hortons ~ Steven Page, #NFDB
799:If the ongoing importance of a manager is measured by how many people he has working under him, the immediate material manifestation of that manager’s power and prestige is the visual quality of his presentations and reports. The meetings in which such emblems are displayed might be considered the high rituals of the corporate world. ~ David Graeber, #NFDB
800:Investors often make the mistake of equating manager performance in a given year with manager skill. In some instances, more skilled managers will underperform because they refuse to participate in market bubbles. In fact, during market bubbles, the best performers are often the most imprudent rather than the most skilled managers. ~ Jack D Schwager, #NFDB
801:[Polo Is My Life] is what's called a sex book - you know, sex, drugs and rock and roll. It's about the manager of a sex theater who's forced to leave and flee to the mountains. He falls in love and gets in even more trouble than he was in the sex theater in San Francisco. Most of my stories are tales of anguish, stress and grief. ~ Hunter S Thompson, #NFDB
802:She didn't look like any motel manager I had ever seen. More likely an actress who hadn't quite made the grade down south, or a very successful amateur tart on the verge of turning pro. Whatever her business was, there had to be sex in it. She was as full of sex as a grape is full of juice, and so young that it hadn't begun to sour. ~ Ross Macdonald, #NFDB
803:So now the question is, basically, right now, how will the Osama Bin Laden tape affect the election? And I have a feeling that it could tilt the election a bit. In fact, I'm a little inclined to think that Karl Rove, the political manager at the White House, who is a very clever man, that he probably set up bin Laden to this thing. ~ Walter Cronkite, #NFDB
804:That’s the great irony of letting passionate people work from home. A manager’s natural instinct is to worry about his workers not getting enough work done, but the real threat is that too much will likely get done. And because the manager isn’t sitting across from his worker anymore, he can’t look in the person’s eyes and see burnout. ~ Jason Fried, #NFDB
805:The Chinese manager learns never to criticize a colleague openly or in front of others, while the Dutch manager learns always to be honest and to give the message straight. Americans are trained to wrap positive messages around negative ones, while the French are trained to criticize passionately and provide positive feedback sparingly. ~ Erin Meyer, #NFDB
806:hubiera gustado poder ir al estadio, necesitaba aquella terapia de grupo, que tanto se parecía a la libertad, en la que se podía decir cualquier cosa, desde putear a la madre del árbitro hasta gritarle comemierda al manager del propio equipo, y salir de allí triste por la derrota o eufórico por la victoria, pero relajado, afónico y vital. ~ Anonymous, #NFDB
807:My manager came up with the idea of taking a Pro Tool rig out on the road to record every night and I thought it was a great idea. I felt like it would be good to record over a certain period of time and then take the best performances of that collection of recordings. It appealed to me that it wasn't going to be from just one location. ~ Josh Turner, #NFDB
808:As I told the manager of the first hotel I visited, I know a lot of companies with impressive mission statements. But there is a real difference, all the difference in the world, in the effectiveness of a mission statement created by everyone involved in the organization and one written by a few top executives behind a mahogany wall. ~ Stephen R Covey, #NFDB
809:In the act of creation there is always, it seems, an awful selfishness. So Dickens's wife and mistress had to suffer so that dickens could make his novels and his fortune. At least a bank manager's money is not so tainted by egotism. Mine was not a destructive profession. A bank manager doesn't leave a trail of the martyred behind him. ~ Graham Greene, #NFDB
810:In a landscape of whites and blacks, the most conspicuous person I saw was this man, my first Indian in the South, the owner-manager of a motel, a dot Indian with a caste mark on his forehead rather than a feather Indian. Motels, gas stations, convenience stores: they had a lock on them, and the first one stood for so many I was to find. ~ Paul Theroux, #NFDB
811:A few years ago, for instance, the AARP asked some lawyers if they would offer less expensive services to needy retirees, at something like $30 an hour. The lawyers said no. Then the program manager from AARP had a brilliant idea: he asked the lawyers if they would offer free services to needy retirees. Overwhelmingly, the lawyers said yes. ~ Dan Ariely, #NFDB
812:We just got a tour bus. I didn't know tour buses could be this nice. It's just me, Brian Haner the guitar guy, the tour manager and a writer. We laugh ourselves silly. Apparently we're going to have a road dog, a miniature pincher. It's the smallest they've ever seen. How masculine am I going to look, working with dolls and a miniature dog? ~ Jeff Dunham, #NFDB
813:Yet they believe blindly in the stock market, and in the abilities of their pension plan manager. Why do they do so? Because they accept that this is what people should do with their savings, because "experts" tell them so. The doubt their own sense, but not for a second do they doubt their automatic purchases in the stock market. ~ Nassim Nicholas Taleb, #NFDB
814:Similarly, it is not the manager’s job to prevent risks. It is the manager’s job to make it safe to take them. • Failure isn’t a necessary evil. In fact, it isn’t evil at all. It is a necessary consequence of doing something new. • Trust doesn’t mean that you trust that someone won’t screw up—it means you trust them even when they do screw up. ~ Ed Catmull, #NFDB
815:I’d noticed soon after starting the job that whenever I got angry at the same things as everyone else, they all seemed happy. If I went along with the manager when he was annoyed or joined in the general irritation at someone skiving off the night shift, there was a strange sense of solidarity as everyone seemed pleased that I was angry too. ~ Sayaka Murata, #NFDB
816:Get me your manager.” Dove held her head high and tried to seem older and more self-assured.
The teenager barely registered her request.
“Do it now. My friend here is about to crap his pants. Do you want to smell it?” Dove slapped her hands down on the counter, snapping the life into the girl. “Do you want to smell his shit? ~ Debra Anastasia,#NFDB
817:I had to train myself to accept that not everybody works as hard as me. That what I consider unacceptably sloppy is actually an okay result, and it’s counterproductive to get into a whole thing where someone starts crying and threatening to quit. And you know what? Learning that not only helped me grow as a manager. It helped me grow as a person. ~ Max Barry, #NFDB
818:We find that the manager, particularly at senior levels, is overburdened with work. With the increasing complexity of modern organizations and their problems, he is destined to become more so. He is driven to brevity, fragmentation, and superficiality in his tasks, yet he cannot easily delegate them because of the nature of his information. ~ Henry Mintzberg, #NFDB
819:As with all catalysts, the manager's function is to speed up the reaction between two substances, thus creating the desired end product. Specifically, the manager creates performance in each employee by speeding up the reaction between the employee's talent and the company's goals, and between the employee's talent and the customer's needs. ~ Marcus Buckingham, #NFDB
820:What was happening with me, with the album [A Period of Transition], with the people who took the pictures, the record company, everything, getting a new manager [Harvey Goldsmith]-it was all saying a period of transition to me so that was the title choice. It says what it is and obviously nobody is going to analyze that. It's exactly what it is. ~ Van Morrison, #NFDB
821:But why does she want them, really? Because Susan has them? Because the Salem bookstore manager has them? Because she always vaguely assumed she would have them herself? Or does the desire come from some creaturely place, pre-civilized, some biological throb that floods her bloodways with the message Make more of yourself! To repeat, not to improve. ~ Leni Zumas, #NFDB
822:Here’s why: Past performance is not a good predictor of future returns. What does predict investment performance are the fees charged by the investment manager. The higher the fees you pay for investment advice, the lower your investment return. As our friend Jack Bogle likes to say: In the investment business, “You get what you don’t pay for. ~ Burton G Malkiel, #NFDB
823:After putting economics aside, I found that there were two primary reasons why people quit: They hated their manager; generally the employees were appalled by the lack of guidance, career development, and feedback they were receiving. They weren’t learning anything: The company wasn’t investing resources in helping employees develop new skills. ~ Ben Horowitz, #NFDB
824:Love this description of minor character, Lou Zicutto: "Lou was branch claims manager of the mammoth insurance company where Decker worked part-time as an investigator. Lou was a spindly little twit, maybe a hundred twenty pounds, but he had a huge florid head, which he shaved every day. As a result he looked very much like a Tootsie Pop with lips. ~ Carl Hiaasen, #NFDB
825:TERROIR. I looked it up in The World Atlas of Wine in the manager’s office. The definition was people talking around it without identifying it. It seemed a bit far-fetched. That food had character, composed of the soil, the climate, the time of year. That you could taste that character. But still. An idea mystical enough to be highly seductive. ~ Stephanie Danler, #NFDB
826:But I was right and the real world seemed increasingly nonsensical. Why train for years to do a job you bitched about all day? Didn't it make more sense to follow your dreams and maybe do a little good at the same time? I didn't want to be a lawyer or a bank manager or a goddamn burger flipper. We only get one life and I wanted mine to be exciting... ~ Mark Millar, #NFDB
827:The great myth is the manager as orchestra conductor. It's this idea of standing on a pedestal and you wave your baton and accounting comes in, and you wave it somewhere else and marketing chimes in with accounting, and they all sound very glorious. But management is more like orchestra conducting during rehearsals, when everything is going wrong. ~ Henry Mintzberg, #NFDB
828:Can a middle manager put Teal practices in place for the department he is responsible for? When I am asked this question, as much as I would like to believe the opposite, I tell people not to waste their energy trying. Experience shows that efforts to bring Teal practices into subsets of organizations bear fruit, at best, only for a short while. If ~ Frederic Laloux, #NFDB
829:The hardest thing about being a manager is realizing that your people will not do things the way that you would. But get used to it. Because if you try to force them to, then two things happen. They become resentful — they don’t want to do it. And they become dependent — they can’t do it. Neither of these is terribly productive for the long haul. ~ Marcus Buckingham, #NFDB
830:Elvis Presley’s manager, Colonel Parker, made a deliberate attempt to restrict the number of appearances and records the King made. As a result, every time Elvis appeared, it was an event of enormous impact. (Elvis himself contributed to this strategy by overdosing early and severely dampening his future appearances. Likewise Marilyn Monroe and James Dean.) ~ Al Ries, #NFDB
831:If you think it would be cute to align all of the equals signs in your code, if you spend time configuring your window manager or editor, if put unicode check marks in your test runner, if you add unnecessary hierarchies in your code directories, if you are doing anything beyond just solving the problem - you don't understand how fcked the whole thing is. ~ Anonymous, #NFDB
832:If you go back in my career, you'll find I've always been a lead-from-the-front people-manager guy. I've always been outspoken. I've always attempted to break the mold. My advice to myself, then, would be to go all in on it. The world doesn't need another cookie-cutter business-school leader. The world needs somebody to stick out and be loud and proud. ~ John J Legere, #NFDB
833:I think 'Elbow' were considered successful even before [2008's] Seldom Seen Kid because we were living off the band. We have a great manager who keeps our coffers topped off, and we give ourselves a sensible wage with a view to having three fallow years between records. We always make sure we have enough money to make a record and not be pressured time-wise. ~ Guy Garvey, #NFDB
834:If we accept that what we see and know is inevitably flawed, we must strive to find ways to heighten that awareness—to fill in the gaps, if you will. I, for one, cannot claim a perfectly clear-eyed view, but I do believe that making room in my head for the certainty that, like it or not, some problems will always be hidden from me has made me a better manager. ~ Ed Catmull, #NFDB
835:Out of the blue, a veteran named Charles Wood, manager of a brush factory in upstate New York, sent Grant a $500 check and offered him a $1,000 interest-free loan for a year, renewable if necessary. Grant accepted this charity with everlasting relief. In his note, Wood tipped his hat to Grant by saying the payment was “for services ending about April 1865.”77 ~ Ron Chernow, #NFDB
836:There's an early 2014 email from Hillary Clinton, not so long after she left the State Department, to her campaign manager John Podesta that states ISIL is funded by the governments of Saudi Arabia and Qatar. Now this is the most significant email in the whole collection, and perhaps because Saudi and Qatari money is spread all over the Clinton Foundation. ~ Julian Assange, #NFDB
837:We diversify in two ways. First, we probably trade more markets worldwide than any other money manager. Second, we don't just use a single best system. To provide balance, we use lots of different systems ranging from short to long term. Some of these systems may not be that good by themselves, but we really don't care; that is not what they are there for. ~ Larry Hite, #NFDB
838:This is the crux of management: It is the belief that a team of people can achieve more than a single person going it alone. It is the realization that you don’t have to do everything yourself, be the best at everything yourself, or even know how to do everything yourself. Your job, as a manager, is to get better outcomes from a group of people working together. ~ Julie Zhuo, #NFDB
839:I think it might be better to have the President sort of like the King of England - or the Queen - and have the real business of the presidency conducted by ... a city manager-type, a Prime Minister, somebody who's directly answerable to Congress, rather than a person who moves all his friends into the White House and does whatever he wants for four years. ~ Hunter S Thompson, #NFDB
840:To me, it doesn’t make sense. The poorest of the poor work twelve hours a day. They need to sell and earn income to eat. They have every reason to pay you back, just to take another loan and live another day! That is the best security you can have—their life.” The manager shook his head. “You are an idealist, Professor. You live with books and theories.” “But ~ Muhammad Yunus, #NFDB
841:What a Lack of Relationship Management Looks Like Dave M., sales manager Relationship management score = 66 What people who work with him say: “If Dave doesn’t see eye-to-eye with someone, he makes it apparent that it’s not worth developing the relationship. I wish that he would still dedicate the time and resources necessary to make a win for the territory. ~ Travis Bradberry, #NFDB
842:A lot of artists still will not get that far. And get that far and be as successful. So, it's a great thing for me, and hopefully I can make it to number 10. And then I would want to start managing other artists, 'cause I think the best manager is an artist, his, or herself, that has been in the business and been successful and knows the ins and outs of the business. ~ Ginuwine, #NFDB
843:It simply doesn’t occur to them that after they get promoted to a leadership position, no one is going to come out and say, “Now that you are a manager, I can no longer be as candid with you.” Instead, many new leaders assume, wrongly, that their access to information is unchanged. But that is just one example of how hidden-ness affects a manager’s ability to lead. ~ Ed Catmull, #NFDB
844:An early lesson I learned in my career was that whenever a large organization attempts to do anything, it always comes down to a single person who can delay the entire project. An engineer might get stuck waiting for a decision or a manager may think she doesn’t have authority to make a critical purchase. These small, seemingly minor hesitations can cause fatal delays. ~ Anonymous, #NFDB
845:I think that the best training a top manager can be engaged in is management by example. I want to make sure there is no discrepancy between what we say and what we do. If you preach accountability and then promote somebody with bad results, it doesn't work. I personally believe the best training is management by example. Don't believe what I say. Believe what I do. ~ Carlos Ghosn, #NFDB
846:I wake up in a mood that I know will lead me to assault the very first person who asks me if the two-day rentals have to be back on Wednesday or Thursday. I had worked at Wally’s Videe-Oh! for five years, been a manager for two. I started right after I dropped out of college. At the time I had heard that Quentin Tarantino got discovered while working at a video store, ~ David Wong, #NFDB
847:If you're too inexperienced to start a startup, what you should do is start one. That's a way more efficient cure for inexperience than a normal job. In fact, getting a normal job may actually make you less able to start a startup, by turning you into a "tame animal" who thinks that he needs an office to work in and a product manager to tell him what software to write. ~ Paul Graham, #NFDB
848:And after you register your own company, you must find a white man. Find one of your white friends in England. Tell everybody he is your General Manager. You will see how doors will open for you because you have an oyinbo General Manager. Even Chief has some white men that he brings in for show when he needs them. That is how Nigeria works. I’m telling you. ~ Chimamanda Ngozi Adichie, #NFDB
849:At first this quality of hers somehow irritated Amory. He considered his own uniqueness sufficient, and it rather embarrassed him when she tried to read new interests into him for the benefit of what other adorers were present. He felt as if a polite but insistent stage manager were attempting to make him give a new interpretation of a part he had conned for years. ~ F Scott Fitzgerald, #NFDB
850:ROBERT IGER. Succeeded Eisner as Disney CEO in 2005. JONATHAN “JONY” IVE. Chief designer at Apple, became Jobs’s partner and confidant. ABDULFATTAH “JOHN” JANDALI. Syrian-born graduate student in Wisconsin who became biological father of Jobs and Mona Simpson, later a food and beverage manager at the Boomtown casino near Reno. CLARA HAGOPIAN JOBS. Daughter of Armenian ~ Walter Isaacson, #NFDB
851:On deck, he encountered another young man, Thomas Sumner, of Atherton, England, who also had a camera. (Sumner bore no relation to Cunard’s New York manager, Charles Sumner.) Both hoped to take photographs of the harbor. The day was cool and gray—“rather dull,” as Sumner put it—and this caused the two to wonder what exposures to use. They fell to talking about photography. ~ Erik Larson, #NFDB
852:What Social Awareness Looks Like Alfonso J., pharmaceutical sales manager Social awareness score = 96 What people who work with him say: “Alfonso has a rare talent to be able to read the emotions of others very well. He adjusts to different situations and manages to build relationships with almost anyone. Good examples are dinners, meetings, and ride-alongs with reps. ~ Travis Bradberry, #NFDB
853:Nina Simone was a gifted and prolific singer, songwriter and pianist who became a powerful presence in the civil rights movement and paid a professional price for it. Behind the scenes, she struggled in a fractious, sometimes violent relationship with her husband and manager and with mental health issues that strained other relationships, including with her only daughter. ~ Michel Martin, #NFDB
854:Traditionally, the product manager says, ‘I just want this.’ In response, the engineer says, ‘I’m going to build it.’ Instead, I try to push my team to first answer four questions: 1. Do consumers recognize that they have the problem you are trying to solve? 2. If there was a solution, would they buy it? 3. Would they buy it from us? 4. Can we build a solution for that problem? ~ Eric Ries, #NFDB
855:I saw an article where the manager of the Pussycat Dolls, which is kind of this like striptease band, girl band, said, oh well, the girls are totally third-wave feminist. This is what third-wave feminism is about. Like you don't get to use that word. You don't get to say that something is feminist as a way to sell back sexism to women, as a way to further consumerist ideas. ~ Jessica Valenti, #NFDB
856:One of the seminar organizers joins me. "Is Yvonne giving you a hard time?" Yvonne. My nemesis is none other than the cadaver beheader. As if turns out, she's also the lab manager, the person responsible when things go wrong, such as writers fainting and/or getting sick to their stomach and then going home and writing books that refer to anatomy lab managers as beheaders. ~ Mary Roach, #NFDB
857:That’s the end of it?” “Not quite. I’ve invited Grant to a little confab in my office tomorrow, with Porter Smalls. Mitford will be there, and her campaign manager, and I’d like you to sit in. And I’ll get Rose Marie to come along.” “Why is that?” “Because I want everybody clear on what happened here, and why everybody did what they did—including you and me,” the governor said. ~ John Sandford, #NFDB
858:who became Jobs’s spiritual teacher. LEE CLOW. Advertising wizard who created Apple’s “1984” ad and worked with Jobs for three decades. DEBORAH “DEBI” COLEMAN. Early Mac team manager who took over Apple manufacturing. TIM COOK. Steady, calm, chief operating officer hired by Jobs in 1998; replaced Jobs as Apple CEO in August 2011. EDDY CUE. Chief of Internet services at Apple, ~ Walter Isaacson, #NFDB
859:I'm a... seven-figure base salary, two digit million bonus a year asset manager..." Ghislain smiled, tiredly. "And you call me a 'pet?'"
Emil laughed softly and tucked a lock of hair behind Ghislain's ear, as if he would a child, or a pet. "My dear, I am a son of the Dalca family and I just beat you until you were red, then fucked you. Is there another term you prefer? ~ Aleksandr Voinov,#NFDB
860:Mark explained, “Traditionally, the product manager says, ‘I just want this.’ In response, the engineer says, ‘I’m going to build it.’ Instead, I try to push my team to first answer four questions: Do consumers recognize that they have the problem you are trying to solve? If there was a solution, would they buy it? Would they buy it from us? Can we build a solution for that problem? ~ Eric Ries, #NFDB
861:Ever since she had become my Manager, my raises had become smaller and smaller. The last raise had been a huge leech shaped like a helmet. It was meant to suck all the bad thoughts out of your head. It smelled like bacon, which seemed promising. I had invited Mord and Leer over to my apartment and we’d fried it up in a skillet. I’d gotten a week’s worth of sandwiches out of it. ~ Jeff VanderMeer, #NFDB
862:Ferguson, as a manager, and Ken, as a director, are very similar. One's a great manager, the other a great director, but both have a lot of humanity and a lot of humility. They always give you the energy... with Ferguson when we played a game it was like it was his first game - he's so passionate and gives you ambition every time. And Ken works the same way - they're very similar. ~ Eric Cantona, #NFDB
863:If we hope to become effective and successful in life, ministry, and especially marriage, we have to learn to be good managers. Stewardship means being accountable to God for every resource under our care. Effective managers do more than simply keep things running; they add value to everything they have responsibility over. Under a good manager, resources will appreciate in value. ~ Myles Munroe, #NFDB
864:Let the following be one of the unfailing rules by which the individual investor and, needless to say, the pension and other institutional-fund manager are guided: there is the possibility, even the likelihood, of self-approving and extravagantly error-prone behavior on the part of those closely associated with money. Let that also be the continuing lesson of this essay. ~ John Kenneth Galbraith, #NFDB
865:The people who know God well - the mystics, the hermits, those who risk everything to find God - always meet a lover, not a dictator. God is never found to be an abusive father or a tyrannical mother, but always a lover who is more than we dared hope for. How different than the "account manager" that most people seem to worship. God is a lover who receives and forgives everything. ~ Richard Rohr, #NFDB
866:I learned something that day. When I said that my life as a mom, wife and household manager left me with nothing the marketplace wanted, I was wrong. There was something else I’d learned over those years, and that was how to be a friend. How to care. How to make people feel good about themselves. And that, my friends, is something the marketplace wants very much—always has, always will. ~ Bob Burg, #NFDB
867:Each child has a spark of genius waiting to be discovered, ignited, and fed. And the goal of schools shouldn’t be to manufacture “productive citizens” to fill some corporate cubicle; it should be to inspire each child to find a “calling” that will change the world. The jobs for the future are no longer Manager, Director, or Analyst, but Entrepreneur, Creator, and even Revolutionary. ~ Clark Aldrich, #NFDB
868:An active manager must overcome the drag of about 3.25 percent in annual operating costs. If the fund manager is only to match the market’s historical 9 percent return, he or she must return 12.25 percent before all those costs. In other words, to do merely as well as the market, an active fund manager must be able to outperform the market return by over one-third or 34.1 percent!5 ~ Charles D Ellis, #NFDB
869:I was going to say he's aimless," the witch replied. "I know he's a bit old to be old to living at home with his mom, but he's had a difficult time holding a job. He's worked at Wendy's, Taco Bell, and Burger King, but it all ends the same way- he challenges his manager to combat, takes over the restaurant, and enslaves his coworkers. Then it's back to video games." - Morgan le Fay ~ Michael Buckley, #NFDB
870:What’s a manager to do without these traditional sticks and carrots? The only thing that’s left. “Managers serve the team,” according to our executive chairman, Eric Schmidt. Like any place, we of course have exceptions and failures, but the default leadership style at Google is one where a manager focuses not on punishments or rewards but on clearing roadblocks and inspiring her team. ~ Laszlo Bock, #NFDB
871:I waited all day without news of him. That night, on the advice of the manager of the hotel, I communicated with the police, and next morning we advertised in all the papers. Our inquiries led to no result; and from that day to this no word has ever been heard of my unfortunate father. He came home with his heart full of hope, to find some peace, some comfort, and instead—" She put ~ Arthur Conan Doyle, #NFDB
872:In the unexamined American Dream rhetoric promoting mass higher education in the nation of my youth, the implicit vision was that one day everyone, or at least practically everyone, would be a manager or a professional. We would use the most elitist of all means, scholarship, toward the most egalitarian of ends. We would all become chiefs; hardly anyone would be left a mere Indian. ~ William A Henry III, #NFDB
873:...Our conversation with the supermarket manager had been about as helpful as a New Jersey road sign, and if you've ever been there, you know the signs don't tell you the exit you're coming up to, they only point out the exits you've just missed.
It puts parents in very foul moods--and since you're probably there to visit relatives, their mood was pretty touch and go to begin with. ~ Neal Shusterman,#NFDB
874:As Aunt Naomi was listing all the things she was going to do to help this person, her friend stopped her in mid-sentence. "Naomi, girl," she said, "you need to resign as general manager of the universe. You need to learn that sometimes the best way to help a person is to let them help themselves. Otherwise, they never learn how. And they are always going to make their problems your problems." ~ Patti LaBelle, #NFDB
875:Of an apartment-building manager who had killed himself I was told he had lost his daughter five years before, that he had changed greatly since, and that the experience had "undermined" him. A more exact word cannot be imagined. Beginning to think is beginning to be undermined. Society has but little connection with such beginnings. The worm is in man's heart - that is where it must be sought. ~ Albert Camus, #NFDB
876:That isn’t always enough. I had written a piece for the Wall Street Journal’s weekly column called the Manager’s Journal. The editor liked the piece but kept pushing it back so he could publish other pieces that were timelier. So I began to rewrite the intros to my piece each week to relate to something that was in the news at the time. In short order, the article finally saw the light of day. ~ Keith Ferrazzi, #NFDB
877:I think the worst professional advice I've received... I feel I've been lucky in that I've gotten a lot of wonderful guidance, but I remember - and I would never do this to someone - I remember going into a manager's office, the manager I had in New York, and this was way back when. And she said to me, immediately, "You should never wear striped T-shirts. You look much bigger than you are." ~ June Diane Raphael, #NFDB
878:It was always a wish for me to work in the Premier League. To work as a manager for Manchester United, the biggest club in the world, makes me very proud. I have managed in games at Old Trafford before and know what an incredible arena Old Trafford is and how passionate and knowledgeable the fans are. This club has big ambitions; I too have big ambitions. Together I'm sure we will make history. ~ Louis van Gaal, #NFDB
879:This baby is a daughter of the goddess, and so she’s a T-H-R-E-A-T to them, you bet. A big threat. She could bounce the King, if she grows up, which…certain persons…would like her not to do. And there’s other people who want her to grow up but would want to, what, be her manager, you know? Boss her, use her. Climb into the tower by means of her Rapunzel hair, yes, sir. Right into that tower.” Scott ~ Tim Powers, #NFDB
880:A fair process for ratings gets you only so far. As a manager, you want to tell people not only how they did, but also how to do better in the future. The question is: What is the most effective way to deliver those two messages? The answer: Do it in two distinct conversations. Intrinsic motivation is the key to growth, but conventional performance management systems destroy that motivation. Almost ~ Laszlo Bock, #NFDB
881:A friend of mine is a senior manager at Google overseeing a team of Millennials. Often when she gives constructive feedback to her young employees she hears, “What? It can’t be me. I’ve never gotten feedback like that before. It must be you or Google that’s the problem.” Don’t let your kid’s first performance evaluation in the workplace be the first time they receive constructive feedback. ~ Julie Lythcott Haims, #NFDB
882:You can try to fight it back. You can buy a daily planner and a to-do list application for your phone. You can write yourself notes and fill out schedules. You can become a productivity junkie surrounded by instruments to make life more efficient, but these tools alone will not help, because the problem isn’t you are a bad manager of your time—you are a bad tactician in the war inside your brain. ~ David McRaney, #NFDB
883:We have signed with Artemis Records. Originally they were our distributor for 'Group Therapy'. My former manager (Chip Quigley) started a record label (Recon Records) and had Artemis Records as their distributor. Unfortunately, the way the label was run meant that it didn't turn out the way that we thought it was going to be. We simply got into something that was different to what we initially thought ~ Brian Ebejer, #NFDB
884:contract. To get around this problem, the manager of the Orioles, Jack Dunn, adopted George and became his legal guardian. Young George’s relationship with Dunn led to him being given his famous name. One day Dunn brought George to the ballpark to show him the ropes. When the other players saw the new player, one remarked, “Well, here’s Jack’s newest babe.” Soon, all his teammates were calling him Babe. ~ Tony Castro, #NFDB
885:WHATAWAY TO GO With no GM support, it’s sad to see Rex era end like this 1202 words It’s ending ugly for Rex Ryan and that’s a shame. He’s always been extremely entertaining and proved he could win before his general manager decided to start playing fantasy football ( Mike Tannenbaum) or sabotage him by giving him no cornerbacks even though he opened this season with $22 million in cap room ( John Idzik). ~ Anonymous, #NFDB
886:A successful manager told me that stopped wearing a watch. She found that the work was so immersive, anchoring it to whatever hour it happened to be was pointless. The watch reminded her of the rigors of appointments and the status quo, while her goal was to be there, right here, right now, in the moment, and to do the work in front of her. The watch had no role in doing that right, so, for now, it’s gone. ~ Seth Godin, #NFDB
887:If you're a full-time manager of your own property - and full-time, according to Congress, is 15 hours a week - you can take unlimited depreciation and use it to offset your income from other areas and pay little in tax. One of the biggest real estate tax lawyers in New York said to me, if you're a major real estate family and you're paying income taxes, you should sue your tax lawyer for malpractice. ~ Hillary Clinton, #NFDB
888:And some of the worst add an extra twist: they take perverse pleasure in insisting that project managers like her commit to timetables and budgets that are impossible to meet—and then berate and bad-mouth them when the project begins to fail, even when the project manager had warned them that their goals were impossible to achieve (and the client insisted on charging forward despite the expert advice). ~ Robert I Sutton, #NFDB
889:What constitutes a good manager in this field? He must be knowledgeable in the art with which he is concerned, an impresario, labor negotiator, diplomat, educator, publicity and public relations expert, politician, skilled businessman, a social sophisticate, a servant of the community, a tireless leader - becomingly humble before authority - a teacher, a tyrant, and a continuing student of the arts. ~ John D Rockefeller, #NFDB
890:How?" I demanded. "How could you have screwed this one up?" "When I got in, they said the manager was on the phone and would be a few minutes. So, I sat down and ordered a drink." This time, I did lean my forehead against the steering wheel. "What did you order?" "A martini." "A martini." I lifted my head. "You ordered a martini before a job interview." "It's a bar, Sage. I figured they'd be cool with it. ~ Richelle Mead, #NFDB
891:The reconciliation of these seemingly contradictory objectives (discipline and openness) lies in black box thinking. A manager who takes the time to probe the data and who listens to the various perspectives has a crucial advantage. Not only does he figure out what really happened in the specific case, he also sends an empowering message to his staff: if you make an honest mistake we will not penalize you. ~ Matthew Syed, #NFDB
892:Even with no manager watching to give me a gold star, it was important to do my best. Who cares if a tree falls in a forest and no one hears it? The tree still falls. If you believe that what you’re doing will have positive results, it will—even if it’s not immediately obvious. When you hold yourself to the same standard in your work that you do as a friend, girlfriend, student, or otherwise, it pays off. ~ Sophia Amoruso, #NFDB
893:When I turned to leave the groom to his work, I saw that D’s ranch manager had been watching us. His name was Boy Long, and he was exotic-looking for these parts, with jet-black hair and a single gold hoop in one ear. His particular flair made me think of a pirate. “What’s in the tincture?” he wanted to know. “Nothing unusual.” He looked me up and down. “I don’t believe you, but you can keep your secret.” A ~ Paula McLain, #NFDB
894:As a player I won things, had a special 10 years under Martin O'Neill [at Leicester and Celtic] and played in some great teams, beating Manchester United and getting to the last 16 of the Champions League. As a manager, I don't know if I will top this; I hope I do, because I am still young and am still learning. But this is up there with anything I have achieved, not just in my football career but in my life. ~ Neil Lennon, #NFDB
895:Randy Alcorn describes his own learning about being a steward: If God was the owner, I was the manager. I needed to adopt a steward’s mentality toward the assets. He had entrusted—not given— to me. A steward manages assets for the owner’s benefit. The steward carries no sense of entitlement to the assets he manages. It’s his job to find out what the owner wants done with his assets, then carry out his will. ~ Mark Driscoll, #NFDB
896:There were moments when I wondered at the gossamer veil that stops licence from being libel. I suspect that taking on the job of England manager puts you outside the protection of the courts. It must be part of the job description that you will be held hostage by media speculation and can have your character tortured, molested and finally executed at the public whim, in exchange for a lifetime's supply of money. ~ A A Gill, #NFDB
897:In 2007, I had one wealth manager ask me, “What is your risk tolerance?” and I answered honestly: “I have no idea.” It threw him off. I then asked him for the average of his clients’ responses. He said, “Most answer that they would not panic up to about 20% down in one quarter.” My follow-up question was: “When do most actually panic and start selling low?” His answer: “When they’re down 5% in one quarter. ~ Timothy Ferriss, #NFDB
898:In an article about the warning, the paper quoted Cunard’s New York manager, Charles Sumner, as saying that in the danger zone “there is a general system of convoying British ships. The British Navy is responsible for all British ships, and especially for Cunarders.” The Times reporter said, “Your speed, too, is a safeguard, is it not?” “Yes,” Sumner replied; “as for submarines, I have no fear of them whatever. ~ Erik Larson, #NFDB
899:Not long after starting in this new job, she got drunk with the store’s manager and told him that her father was none other than Rudolf Höss, the Kommandant of Auschwitz. The manager relayed the information to the store’s owners, who were German Jews who had emigrated to the United States after Kristallnacht in 1938. They chose not to fire Brigitte who, in their estimation, had committed no crime herself. ~ Tania Crasnianski, #NFDB
900:But in the information age, the paradigm for managers has shifted from managing bodies to managing minds. It is true that a body at rest is a body that is not producing. But a mind at rest could be a manager’s, and a company’s, greatest asset. Employees who are working ceaselessly on a problem may not be giving their brains the space they need to synthesize information and come up with insightful solutions. Think ~ Ori Brafman, #NFDB
901:Whatever bug is going around the office now, I bet the Duty Manager is regretting the person coming in - whoever came in with it first. Whatever it is - it’s really contagious. I guess we had the last laugh if it was one of the occasions where the person tried to call in sick but were instructed to come in anyway. Not only did they have to go off, in the long run, they ended up taking half the work force with them. ~ Matt Shaw, #NFDB
902:The index fund is a most unlikely hero for the typical investor. It is no more (nor less) than a broadly diversified portfolio, typically run at rock-bottom costs, without the putative benefit of a brilliant, resourceful, and highly skilled portfolio manager. The index fund simply buys and holds the securities in a particular index, in proportion to their weight in the index. The concept is simplicity writ large. ~ John C Bogle, #NFDB
903:That is one of the most difficult dichotomies of leadership.” “What is?” the regional manager asked. “The fact that you care about your people more than anything—but at the same time you have to lead them. And as a leader, you might have to make decisions that hurt individuals on your team. But you also have to make decisions that will allow you to continue the mission for the greater good of everyone on the team. ~ Jocko Willink, #NFDB
904:If I was in the US and had a serious medical condition, I would prefer to fly to Kuala Lumpur, Singapore or Bangkok to receive treatment. Not only would I save thousands of dollars, (even with the airfare), but I think that the care that I would receive would be superior—and this from a nurse-manager retired from the U.S. healthcare system! I would say the same for dental care as well—it's cheap and of a high standard. ~ Anonymous, #NFDB
905:Nevertheless, these relationships are core to your job. They determine whether you can fulfill your three responsibilities as a manager: 1) to create a culture of guidance (praise and criticism) that will keep everyone moving in the right direction; 2) to understand what motivates each person on your team well enough to avoid burnout or boredom and keep the team cohesive; and 3) to drive results collaboratively. ~ Kim Malone Scott, #NFDB
906:I used to use cigarettes to indicate somebody's an outsider a lot. It gave character a seedy, disreputable, almost suicidal quality. Now cigarettes are so unused - - you can't have anybody indoors smoking. If you drew that in a restaurant, you'd have to have a panel where the manager comes over and kicks them out. Unless it's set in Europe, you can't really do that. Characters who smoke - - it dates comics, somehow. ~ Daniel Clowes, #NFDB
907:Dear A & M, I talked to the manager of the Beauty Bar because I definitely saw you guys getting married against a hot pink backdrop, but he doesn't think we can fit more than fifty people inside and I'm thinking three hundred. How would you feel about getting married in the park? It might get cold, but you could ride a horse-drawn carriage to the ceremony. How do you feel about matching wedding crowns? -Isabelle ~ Cassandra Clare, #NFDB
908:I looked back and forth between them, checking their name tags. “You guys started working here the same year,” I noted. “749…what is C.E.?” “Common Era,” said the manager. “What you might call A.D.” “Then why don’t you just say A.D.?” “Because Anno Domini, in the Year of Our Lord, is fine for Christians, but Thor gets a little upset. He still holds a grudge that Jesus never showed up for that duel he challenged him to. ~ Rick Riordan, #NFDB
909:One day I went to the manager and I asked him whether his model was working and he said, "Well, haven't you seen how many customers we have in this store?" And yes indeed I had. I mean it was definitely attracting a lot of customers, even attracting tourist buses that would land up at this store and people would go through the store and marvel at all the options, even sometimes take photographs of the various aisles. ~ Sheena Iyengar, #NFDB
910:she was a bookkeeper for the Port Authority, one week shy of her sixtieth birthday. She had limped down about one thousand steps from the 73rd floor, hobbled by fallen arches, a bad leg from having been hit by a car several months earlier, and assorted maladies. An office manager and others had helped Josephine to get this far, but she could go no farther and had sent her helpers ahead to safety. Now she was alone. ~ Mitchell Zuckoff, #NFDB
911:Jim Fregosi will be deeply missed in the baseball world. Joni and the rest of the family are in our prayers. Fregos, was the best manager I've ever played for. Our relationship was so special.and he was the one that taught me how to be a leader. Fregos and I could relate to each other whether we were in the clubhouse or on the field. In 1993 The City of Brotherly Love changed the world..Fregos was the driving force!!! ~ Darren Daulton, #NFDB
912:Peter Drucker has pointed out that it is a manager's job to "do things right." It is an executive's job to make sure "the right things" get done. Even the most rigorous eco-efficient business paradigm does not challenge basic practices and methods: a shoe, building, factory, car, or shampoo can remain fundamentally ill-designed even as the materials and processes involved in its manufacture become more "efficient." ~ William McDonough, #NFDB
913:The acting CEO cannot be blamed or credited for the company’s performance, and that makes the system independent of the CEO. Blame or credit falls on each manager and employee. The CEO should be the quarterback, not God. In a sense, it makes us like Switzerland, where many citizens have a hard time remembering their President’s name. Solidarity comes as a consequence of collective action, and not from one personality. ~ Ricardo Semler, #NFDB
914:How?" I demanded. "How could you have screwed this one up?"
"When I got in, they said the manager was on the phone and would be a few minutes. So, I sat down and ordered a drink."
This time, I did lean my forehead against the steering wheel. "What did you order?"
"A martini."
"A martini." I lifted my head. "You ordered a martini before a job interview."
"It's a bar, Sage. I figured they'd be cool with it. ~ Richelle Mead,#NFDB
915:Studies have shown that for people to be happy and productive at work, they need to experience positive interactions (appreciation, praise) vs. negative (reprimands, criticism) with their manager in a ratio of at least 3:1. (Watch out: For a marriage to work, you actually need a 5:1 ratio!!) So make it a simple habit to thank people each and every day — and that includes using the word generously in emails to your team. ~ Verne Harnish, #NFDB
916:William Coyne, former head of research and development at 3M, tells how a human resource manager once threatened to fire a scientist who was asleep under his bench. Coyne took the HR manager to 3M’s “Wall of Patents” to show him that the sleeping scientist had developed some of 3M’s most profitable products. Coyne advised, “Next time you see him asleep, get him a pillow.”3 Unfortunately, not all executives are so wise. ~ Robert I Sutton, #NFDB
917:There is no place for mediocrity in modern society. A General whose courage is just ‘average’ is sure to be counted as a coward in the battlefield. A manager whose performance is ‘average’ is unlikely to get his promotions. A sportsman whose skill is ‘mean’ wouldn’t even be selected for the team. A person who is honest half the time and dishonest in the other half is sure to suffer the pain of both honesty and dishonesty. ~ Awdhesh Singh, #NFDB
918:Whenever I've gone against my instincts, it's been a bit of a disaster. If there's a script I'm considering, I will get everyone to read it. I will get my mom to read it, I will get my friends to read it, I'll get the person doing my manicure to read it. I'm someone who really needs to talk things through. And then, obviously, I have a wonderful manager and agents, and I listen very carefully to what they have to say as well. ~ Emma Watson, #NFDB
919:Playing live is about going for it .. it's about bringing it ... you should see a bunch of people trying out stuff, actually performing, instead of learning the record and recreating it note for note. I can't play the show the same way every night .. I really need to be in a creative environment, every night or I'll go nuts ... my manager accuses me of singing just long enough to get me to my next guitar solo - which is true. ~ Brad Paisley, #NFDB
920:Unless the manager or coach believes that people possess more capability than they are currently expressing, he will not be able to help them express it. He must think of his people in terms of their potential, not their performance. The majority of appraisal systems are seriously flawed for this reason. People are put in performance boxes from which it is hard for them to escape, either in their own eyes or their manager’s. ~ John Whitmore, #NFDB
921:There's a tendency at the senior and middle-manager level to be too big-picturish and too superficial. There is a phrase, "The devil is in the details." One can formulate brilliant global strategies whose executability is zero. It's only through familiarity with details - the capability of the individuals who have to execute, the marketplace, the timing - that a good strategy emerges. I like to work from details to big pictures. ~ Andy Grove, #NFDB
922:Generally, people who think one-on-one meetings are a bad idea have been victims of poorly designed ones. The key to a good one-on-one meeting is the understanding that it is the employee’s meeting rather than the manager’s meeting. This is the free-form meeting for all the pressing issues, brilliant ideas, and chronic frustrations that do not fit neatly into status reports, email, and other less personal and intimate mechanisms ~ Ben Horowitz, #NFDB
923:I'll (Phil Rizzuto) never forget September 6, 1950. I got a letter threatening me, Hank Bauer, Yogi Berra and Johnny Mize. It said if I showed up in uniform against the Red Sox I'd be shot. I turned the letter over to the FBI and told my manager Casey Stengel about it. You know what Casey did? He gave me a different uniform and gave mine to Billy Martin. Can you imagine that! Guess Casey thought it'd be better if Billy got shot. ~ Phil Rizzuto, #NFDB
924:It’s fascinating and quite sad that we live in a time where the media is salivating to take down anyone considered to be “best in class.” Culture seems to lift them onto a pedestal of perfection only to hope they come crashing down. Whether it’s an athlete, a CEO, or a money manager, any false move or seemingly slight crack in the armor is exploited to the fullest. Stone them in the town square of television and the internet. ~ Anthony Robbins, #NFDB
925:JONY” IVE. Chief designer at Apple, became Jobs’s partner and confidant. ABDULFATTAH “JOHN” JANDALI. Syrian-born graduate student in Wisconsin who became biological father of Jobs and Mona Simpson, later a food and beverage manager at the Boomtown casino near Reno. CLARA HAGOPIAN JOBS. Daughter of Armenian immigrants, married Paul Jobs in 1946; they adopted Steve soon after his birth in 1955. ERIN JOBS. Middle child of Laurene ~ Walter Isaacson, #NFDB
926:The hands-off manager is a different kind of visionary. The hands-off manager's vision is not a vision for what the company will be in 10 years. It’s a vision that sees into the potential of his people right here and now. Your success as a hands-off manager will be directly related to your ever-increasing ability to see more in your people than they’re seeing in themselves. The next step is inviting them to your vision of them. ~ Steve Chandler, #NFDB
927:What about feedback you’ve received about your leadership style over the years? Years ago, an executive editor of mine said, “You should count the number of times you praise somebody and then double that.” Even the toughest, steeliest writer or editor often really wants to be told, “Hey, that was a great piece.” Early in my career as a manager, it probably took me a while to realize that everybody wants that. It’s just a human need. ~ Anonymous, #NFDB
928:When life gives you lemons, don't make lemonade. Make life take the lemons back! Get mad! I don't want your D*** lemons, what the h*** am I supposed to do with these? Demand to see life's manager! Make life rue the day it thought it could give Cave Johnson lemons! Do you know who I am? I'm the man who's gonna burn your house down! With the lemons! I'm gonna get my engineers to invent a combustible lemon that burns your house down! ~ J K Simmons, #NFDB
929:Hey, you,” I snap at a waiter on his phone just outside the door. “Are those the coconut shrimp?” He nods dumbly, eyes wide at being caught slacking on the job. “Give them to me.” “What?” He’s scared. He looks around for a manager, but it’s just us. “You heard me. Stuff them in my purse—now!” And that’s how I leave Dr. Lopez’s retirement party toting two dozen coconut shrimp.
Grey, R.S.. Hotshot Doc (pp. 55-56). Kindle Edition. ~ R S Grey,#NFDB
930:No matter how good you think you are
or how clever... How many fancy new friends
you make on the telly... The reality of footballing life is this:
The chairman is the boss, then comes the directors...
Then the secretary, then the fans, then the players...
And then finally, last of all... bottom of the heap,
the lowest of the low... comes the one, who in the end, we can all do without...
The fucking manager. ~ David Peace,#NFDB
931:Indeed, it seems the prescription for highest software productivity is almost a Zen paradox; if you want the most efficient production, you must give up trying to make programmers produce. Handle their subsistence, give them their heads, and forget about deadlines. To a conventional manager this sounds crazily indulgent and doomed — but it is exactly the recipe with which the open-source culture is now clobbering its competition. ~ Eric S Raymond, #NFDB
932:About the time he threatened her nose with his finger, Peaseblossom lost her grip on the situation with the boys. The door crashed open, and three irate fairies launched themselves at the Stage Manager. Cobweb and Moth pelted him with sequins while Mustardseed rammed beads into his ears.
"Dance!" they commanded, and dance he did, hopping with impotent anger and pain from one foot to the other as he batted his meaty hands at them. ~ Lisa Mantchev,#NFDB
933:People at McDonald’s get trained for their positions, but people with far more complicated jobs don’t. It makes no sense. Would you want to stand on the line of the untrained person at McDonald’s? Would you want to use the software written by the engineer who was never told how the rest of the code worked? A lot of companies think their employees are so smart that they require no training. That’s silly. When I first became a manager, ~ Ben Horowitz, #NFDB
934:The disarray of the convention seemed only to grow as the spectacle careened to a close. McGovern had trouble finding a vice-presidental nominee, finally settling on Senator Thomas Eagleton of Missouri, a relative unknown. But the delegates then proceeded to advance thirty-nine additional candidates for the number two slot, including Mao Tse-tung, Archie Bunker, and Martha Mitchell, the outspoken wife of Nixon's campaign manager. ~ James T Patterson, #NFDB
935:It's nice to have some perspective, when you are just touring, touring, touring, it becomes kind of a crazy experience. But, when I have time off and live my life at home, and then I get back to the airport and I am back with my whole family again. My brother, my band, my tour manager and sound guy get to re-unite, it's kind of an uplifting feeling to be rolling with such a crew and so much gear from country to country. It feels good. ~ Justin Nozuka, #NFDB
936:Save me from the curse that lies dark across the modern clergy: the curse of compromise, of imitation, of professionalism. Save me from the error of judging a church by its size, its popularity or the amount of its yearly offering. Help me to remember that I am a prophet—not a promoter, not a religious manager, but a prophet. Let me never become a slave to crowds. Heal my soul of carnal ambitions and deliver me from the itch for publicity. ~ A W Tozer, #NFDB
937:The rushed existence into which industrialized, commercialized man has precipitated himself is actually a good example of an inexpedient development caused entirely by competition between members of the same species. Human beings of today are attacked by so-called manager diseases, high blood pressure, renal atrophy, gastric ulcers, and torturing neuroses: they succumb to barbarism because they have no more time for cultural interests. ~ Konrad Lorenz, #NFDB
938:He had a taste for asking complicated questions, and for tracking the answers into whatever rabbit hole they might lead him. He had, in short, an obsessive streak. It wasn’t until after he’d hired Schwall away from Bank of America to work for RBC that Brad noticed this side of Schwall. He should have seen it before, simply from Schwall’s chosen role on Wall Street: product manager. A product manager, to be any good, had to be obsessive. ~ Michael Lewis, #NFDB
939:It is best to be the CEO; it is satisfactory to be an early employee, maybe the fifth or sixth or perhaps the tenth. Alternately, one may become an engineer devising precious algorithms in the cloisters of Google and its like. Otherwise one becomes a mere employee. A coder of websites at Facebook is no one in particular. A manager at Microsoft is no one. A person (think woman) working in customer relations is a particular type of no one, ~ Ellen Ullman, #NFDB
940:The best leaders are those that lead by example and are both team followers as well as team leaders. We believe that in general, the best ideas and decisions are made from the bottom up, meaning by those on the front lines that are closest to the issues and/or the customers. The role of a manager is to remove obstacles and enable his/her direct reports to succeed. This means the best leaders are servant-leaders. They serve those they lead. ~ Tony Hsieh, #NFDB
941:One day I was standing with my stage manager, Sandy Prudden, and Buddy Sheffield watching as Kermit the Frog (with the help of the late Jim Henson) sweetly sang a song. Sandy was always a big joker. He sidled up to me and said, “Isn’t it amazing the way Kermit can sing like that with somebody’s hand up his ass.” Without missing a beat, I came back with, “Shoot, that ain’t nothin’. I did that for seven years on the ‘The Porter Wagoner Show. ~ Dolly Parton, #NFDB
942:Invest in low-turnover, passively managed index funds... and stay away from profit-driven investment management organizations... The mutual fund industry is a colossal failure... resulting from its systematic exploitation of individual investors... as funds extract enormous sums from investors in exchange for providing a shocking disservice... Excessive management fees take their toll, and manager profits dominate fiduciary responsibility. ~ David F Swensen, #NFDB
943:Li Fang is relieved that she found a husband just in the nick of time. The parents of the university graduate and former human resources manager in Beijing feared that their only daughter was getting old and might never be able to marry. Li worried that she would pass the 'best child-bearing age' and might no longer be able to give birth. She is 26."
-Leta Hong Fincher, "Leftover Women: The Resurgence of Gender Inequality in China ~ Leta Hong Fincher,#NFDB
944:THIS EXPERIMENT TAUGHT US that sucking the meaning out of work is surprisingly easy. If you’re a manager who really wants to demotivate your employees, destroy their work in front of their eyes. Or, if you want to be a little subtler about it, just ignore them and their efforts. On the other hand, if you want to motivate people working with you and for you, it would be useful to pay attention to them, their effort, and the fruits of their labor. ~ Dan Ariely, #NFDB
945:Does your manager know that you talk to your customers like this? (Blaine)
If you’d like to talk to my mother, who owns this bar, my overindulgent brother, who manages it, or my father, who delights in kicking everyone’s ass around, about your treatment by me, just let me know and I’ll be more than happy to go get one of them for you. I know they’d just love to waste their time dealing with you. They’re real understanding that way. (Aimee) ~ Sherrilyn Kenyon,#NFDB
946:A bruised and bleeding boxer stumbled back to his corner after a tough round. His trainer splashed cold water on his head and rubbed him down as his manager tried to encourage him. He said, “Rocky, you’re doing great. Your opponent hasn’t laid a glove on you.” The half-dazed boxer looked up and said, “If my opponent hasn’t laid a glove on me, you’d better keep an eye on the referee because somebody out there is beating the daylights out of me.”1 ~ Mark Hitchcock, #NFDB
947:In many ways, the role of design in a corporation has shifted dramatically from one of craftsmanship—making artifacts—to one of facilitation—or driving an agenda. Designers find themselves operating in a space between project manager and consensus driver—and that's not a particularly creative or invigorating place to be. For those who end up in this role, the following may offer guidance to rekindle the creative embers that are beginning to burn out. ~ Jon Kolko, #NFDB
948:I went on tours with [Bob] Dylan - the big one was in 1975 and called Roaring Thunder Review. I knew him well because I met him around the time he did his second album, in 1963. He recorded one of my songs called Shadows. In the 1970s, it was suggested that we do a duet, because we had the same manager, Albert Grossman, who also managed Odetta and Peter, Paul and Mary. Dylan and I respected what each other did, but I just decided not to do it. ~ Gordon Lightfoot, #NFDB
949:When the weeks have built up with frustration and immense stress and one of your co-workers, a manager or an employee triggers irritation or angers you, knowing how to respond in a mindful way can pay huge dividends. Knowing how to not take other people’s emotional baggage personally and intuitively sensing when to bring up concerns and when not to is an expression of emotional intelligence. This is all possible if we are being truly mindful. ~ Christopher Dines, #NFDB
950:Q&As covered my fave color (purple), my fave shows (Family Ties and Cosby), my height (5′ 7″), weight (130 pounds) and eye color (hazel). They also printed false information. One said my parents were a psychologist and a newspaper reporter. Sure, my television parents held those careers—my real parents were a math/P.E. teacher and a housewife/manager (of me). I was supposed to be the coolest kid on the planet, but no one knew what a dork I was. ~ Kirk Cameron, #NFDB
951:Communication would no longer have to go through hierarchical channels. The exchange of information was key to our business, of course, but I believed that it could—and frequently should—happen out of order, without people getting bent out of shape. People talking directly to one another, then letting the manager find out later, was more efficient than trying to make sure that everything happened in the “right” order and through the “proper” channels. ~ Ed Catmull, #NFDB
952:The best thing I did as a manager at PayPal was to make every person in the company responsible for doing just one thing. Every employee’s one thing was unique, and everyone knew I would evaluate him only on that one thing. I had started doing this just to simplify the task of managing people. But then I noticed a deeper result: defining roles reduced conflict. Most fights inside a company happen when colleagues compete for the same responsibilities. ~ Peter Thiel, #NFDB
953:We were massive underdogs at the beginning of the competition and I'll put my hands up say and I didn't think we were going to go all the way. But, as you can see, we are never beaten. The manager told us to keep our chins up, to try and score early in the second half and give some respect for the fans. The first goal gave us a bit of belief. The supporters have saved up for weeks and months to come here. I am so happy to lift the cup for the fans. ~ Steven Gerrard, #NFDB
954:You aren't battling your ability to stick to a diet, execute a business plan, repair a broken marriage and rebuild your life, hit your goals, or win over a bad manager- you are battling your feelings about doing it. You are more than capable of doing the work to change anything for the better, despite how you feel. Feelings are merely suggestions, ones you can ignore. To change you must do the same, you must ignore how you feel, and just do it anyway. ~ Mel Robbins, #NFDB
955:it’s confusing to have a controller and a manager and a driver in the same
code base. What is the essential difference between a DeviceManager and a Protocol-Controller? Why are both not controllers or both not managers? Are they both Drivers really? The name leads you to expect two objects that have very different type as well as
having different classes.
A consistent lexicon is a great boon to the programmers who must use your code. ~ Robert C Martin,#NFDB
956:DEBORAH “DEBI” COLEMAN. Early Mac team manager who took over Apple manufacturing. TIM COOK. Steady, calm, chief operating officer hired by Jobs in 1998; replaced Jobs as Apple CEO in August 2011. EDDY CUE. Chief of Internet services at Apple, Jobs’s wingman in dealing with content companies. ANDREA “ANDY” CUNNINGHAM. Publicist at Regis McKenna’s firm who handled Apple in the early Macintosh years. MICHAEL EISNER. Hard-driving Disney CEO who made the ~ Walter Isaacson, #NFDB
957:A study of project and risk management in software projects in the public sector found that an informal partnership between the project’s business owner and the project manager was seen by the latter as providing more effective project proprietorship and governance than the project steering committee [1]. This suggests that the application of governance may be more important than its form. This paper, however, focuses only on formal and explicit governance ~ Anonymous, #NFDB
958:I asked the feedlot manager why they didn't just spray the liquefied manure on neighboring farms. The farmers don't want it, he explained. The nitrogen and phosphorus levels are so high that spraying the crops would kill them. He didn't say that feedlot wastes also contain heavy metals and hormone residues, persistent chemicals that end up in waterways downstream, where scientists have found fish and amphibians exhibiting abnormal sex characteristics. ~ Michael Pollan, #NFDB
959:My very first professional job was with a theatre company in 1965 and the first job they gave me was literally shovelling sh*t. I was an assistant stage manager and they told me to clear out the prop store. I opened it up and no-one had been in there for 25 years and it was inches deep in rat sh*t. So before I could get anywhere I had to clear it up. I thought, 'All these years of training, the best drama school in the world, and this is what I'm doing.' ~ Martin Shaw, #NFDB
960:I dropped out in middle school. I dropped out in, towards the beginning of the ninth grade. And then I started studying -I started taking acting classes at a, well first I was like in a community theater at that time in Torrance, California, so I finished up like my season with that community theater just acting in, you know, acting in a small part on this play or a big part on that play or a stage manager or assistant stage manager in another play. ~ Quentin Tarantino, #NFDB
961:Erecting gaudy buildings did not bring Donald Trump the national attention he craved. It was football that made him famous. Hiring a new general manager for his real estate firm drew little media attention, but “I hire a coach for a football team and there are sixty or seventy reporters calling to interview me.” Trump’s foray into professional football provides an early example of a business career built on breaking, ignoring, or making up rules. In ~ David Cay Johnston, #NFDB
962:Dr. Eliyahu Goldratt demonstrated the power of a novel as a teaching tool through his book, The Goal: A Process of Ongoing Improvement. It’s a novel written in the 1980s about a plant manager who has 90 days to fix his cost and due date issues or his plant will be shut down. When I read this book nearly 15 years ago, I knew that this story was important, and that there was much I needed to learn, even though I never managed or worked in a manufacturing plant. ~ Anonymous, #NFDB
963:Enforce functional training by withholding new employee requisitions. As Andy Grove writes, there are only two ways for a manager to improve the output of an employee: motivation and training. Therefore, training should be the most basic requirement for all managers in your organization. An effective way to enforce this requirement is by withholding new employee requisitions from managers until they’ve developed a training program for the TBH, “To Be Hired. ~ Ben Horowitz, #NFDB
964:If it was your child, do you want your child to suffer three years, three months, three weeks, three hours, three minutes? A turkey chick isn’t a human baby, but it suffers. I’ve never met anyone in the industry — manager, vet, worker, anyone — who doubts that they feel pain. So how much suffering is acceptable? That’s what’s at the bottom of all of this, and what each person has to ask himself. How much suffering will you tolerate for your food? My ~ Jonathan Safran Foer, #NFDB
965:There was a Dana Phelps with a son named Brandon, but they didn’t live on the Upper East Side of Manhattan. The Phelpses resided in a rather tony section of Greenwich, Connecticut. Brandon’s father had been a big-time hedge fund manager. Beaucoup bucks. He died when he was forty-one. The obituary gave no cause of death. Kat looked for a charity—people often requested donations made to a heart disease or cancer or whatever cause—but there was nothing listed. ~ Harlan Coben, #NFDB
966:In Bangladesh, if a woman, even a rich woman, wants to borrow money from a bank, the manager will ask her, ‘Did you discuss this with your husband?’ And if she answers, ‘Yes,’ the manager will say, ‘Is he supportive of your proposal?’ If the answer is still, ‘Yes,’ he will say, ‘Would you please bring your husband along so that we can discuss it with him?’ But no manager would ever ask a prospective male borrower whether he has discussed the idea of a loan ~ Muhammad Yunus, #NFDB
967:The right string had been touched, and even French exercises and piano practice became endurable, since accomplishments would be useful by and by; dress, manners, and habits were all interesting now, because 'mind and body, heart and soul, must be cultivated', and while training to become an 'intelligent, graceful, healthy girl', little Josie was unconsciously fitting herself to play her part well on whatever stage the great Manager might prepare for her. ~ Louisa May Alcott, #NFDB
968:Iain Dowie famously coined the phrase 'bouncebackability' to describe Crystal Palace's ability to come from behind. But this is a typical manager's idea, so optimistic. What fans are interested in is 'throwawayability': which teams toss away hard-earned leads? Now we know that 'throwawayability' exists because we proved last season that 'bouncebackability' exists (although, hilariously, Palace don't have it) and 'throw-awayability' is the flip side of it. ~ Daniel Finkelstein, #NFDB
969:There are plenty of attributes that separate the great leader from the good manager. Both may put their work before family and friends, survive on little sleep, endure a lifetime of red-eye flights. Look more closely and you will find that the great leader possesses an unusual, and essential, characteristic – he will think and operate like an owner, or a person who owns a substantial stake of the business, even if, in a financial or legal sense, he is neither. ~ Alex Ferguson, #NFDB
970:found a registered two-thousand-pound prize Seminole bull with a note that said, “Here’s that calf I owe you.” Faron took the bull out to pasture, where he and his partner Jimmy C. Newman, a star of the Grand Ole Opry, used it for breeding for years. Tootsie’s was the launching pad for all kinds of grand connections. One night I spotted Charlie Dick. He was Patsy Cline’s husband and manager. I had with me a copy of “Night Life” that I’d cut with Paul Buskirk in ~ Willie Nelson, #NFDB
971:What we're going for, in those humorous moments, is the absurdity of it all. The craziness of the night manager offering them an umbrella in the height of what is a horrible disaster was like, "What?!" That's Andy Greenfield, and he nailed the audition. He's the sweetest guy in the world, as is often the case with those guys, but on camera, he's so creepy that a lot of us kept saying, "You know, Andy, don't look at us like that anymore, okay? You're scaring us." ~ Remi Aubuchon, #NFDB
972:My Manager forced me to put my beetle in my own ear, a clear waste and an act that gave me nightmares: of a burning city through which giant carnivorous lizards prowled, eating survivors off of balconies. In one particularly vivid moment, I stood on a ledge as the jaws closed in, heat-swept, and tinged with the smell of rotting flesh. Beetles intended for the tough, tight minds of children should not be used by adults. We still remember a kinder, gentler world. ~ Jeff VanderMeer, #NFDB
973:Experience conclusively shows that index-fund buyers are likely to obtain results exceeding those of the typical fund manager, whose large advisory fees and substantial portfolio turnover tend to reduce investment yields. Many people will find the guarantee of playing the stock-market game at par every round a very attractive one. The index fund is a sensible, serviceable method for obtaining the market’s rate of return with absolutely no effort and minimal expense. ~ John C Bogle, #NFDB
974:We'll get into the plane and you'll have a cup of coffee, even a sip of brandy is permissible. And you'll think. Think hard. So hard I can hear your brains creaking. And it will be very good if by the time we reach Edinburgh you already know how to get the Crown of All Things. Because we don't have any time to spare. Only twelve hours until the bomb goes off."
"You bastard," I said.
"No, I'm a highly effective personnel manager," Edgar said, with a smile. ~ Sergei Lukyanenko,#NFDB
975:It's pretty simple, the way I look at it. I became a Hall of Famer here (in New York), with my numbers here and what I've done here, and hopefully three-hundred will be another big part of that. When (former Red Sox general manager Dan) Duquette said that I was done, if I'd have taken his advice and went home, I wouldn't have been a Hall of Famer. So it's a no-brainer. It's definitely pretty easy. Reggie (Jackson) spent five years here, and this will be five for me. ~ Roger Clemens, #NFDB
976:Experience conclusively shows that index-fund buyers are likely to obtain results exceeding those of the typical fund manager, whose large advisory fees and substantial portfolio turnover tend to reduce investment yields. Many people will find the guarantee of playing the stock-market game at par every round a very attractive one. The index fund is a sensible, serviceable method for obtaining the market's rate of return with absolutely no effort and minimal expense. ~ Burton Malkiel, #NFDB
977:Part of the problem is the perceived need to fill a whole day with management stuff, regardless of whether it’s called for or not. All those dreaded status meetings, interruptions for estimates, and planning sessions have a curious way of adding up exactly to a manager’s workweek. While monitoring output is sometimes quite important, it’s rarely a forty-hour-per-week position. Ten hours maybe, but few full-time managers have the courage to limit their presence to that. ~ Jason Fried, #NFDB
978:The basic problem with the computer in business is not that computer technicians do not understand the managers’ needs. It is that the managers do not take the time and trouble to think through their needs and to communicate them to the computer people.6 How the computer people satisfy the needs of the manager is their business. What the needs are is the manager’s business. To expect the computer people to define the information needs of the managers is abdication. ~ Peter F Drucker, #NFDB
979:and Ashbury, looking up at a stopped clock atop one of the buildings, forever fixed at 4:20. She turns toward the next street . . . and sees a For Rent sign. The street address is 420. She shoulders her bag and walks toward it. The manager of 420 is a going-on-elderly Indian man with hazy eyes who has not the slightest interest in her; he is off on some distant plane of his own and will never be able to describe her even if he ever feels a desire to. He shows her ~ Alexandra Sokoloff, #NFDB
980:Campaign manager Eli Gold played by Alan Cumming on "The Good Wife" describing an old maxim in politics, don't commit to a decision before you have to. And that rule appears to have worked brilliantly for Democratic candidate front-runner Hillary Clinton, who has avoided taking a position on the president's trade agenda and has remained out of the ugly public spat with the progressive wing of her party. She has also not taken a position on the Iranian - on the talks. ~ Chris Matthews, #NFDB
981:I buy mainly Beatles bootlegs and stuff like that. I'm hoping I can go there today. My dad buys my drawings and he re-sells them for quite a bit more and then he puts the money in my savings. I just draw all the time and he buys and I get a lot money [laughs]. It's great. My dad's my best manager I ever had. If I get richer, I'd like to be able to buy more of the real collectible Beatles things. I just need a little more money to be a higher class collector [laughs]. ~ Daniel Johnston, #NFDB
982:There’s a story I love to tell about how Napoléon Bonaparte picked his generals. After one of his great generals died, Napoléon reputedly sent one of his staff officers to search for a replacement. The officer returned several weeks later and described a man he thought would be the perfect candidate because of his knowledge of military tactics and brilliance as a manager. When the officer finished, Napoléon looked at him and said, “That’s all very good, but is he lucky? ~ Phil Jackson, #NFDB
983:Tony Cottee once played in all four divisions in one season. Cottee started 2000-01 at Leicester City, where he made a couple of Premiership appearances as a sub before being released to Norwich, in what was then Division One. In November the chance to be player-manager of Barnet came up and soon Cottee was playing in Division Three, but alas it did not work out. By March he was again looking for work and found it, with two sub appearances, at Millwall in Division Two. ~ Phil Cornwell, #NFDB
984:I work at a record label where I have archives. These things [memorabilia] occurred and are important to somebody, and they're important to me. I find the record industry largely repellent. This music, the Teen Idles, all of that stuff, is important to me. I don't have lawyers, an agent or a manager. However I find the music industry largely repellent. I just make records because that's what I love to do. So I think that era, those pieces of media, I keep in my collection. ~ Ian MacKaye, #NFDB
985:KOBUN CHINO. A St Zen master in California who became Jobs’s spiritual teacher. LEE CLOW. Advertising wizard who created Apple’s “1984” ad and worked with Jobs for three decades. DEBORAH “DEBI” COLEMAN. Early Mac team manager who took over Apple manufacturing. TIM COOK. Steady, calm, chief operating officer hired by Jobs in 1998; replaced Jobs as Apple CEO in August 2011. EDDY CUE. Chief of Internet services at Apple, Jobs’s wingman in dealing with content companies. A ~ Walter Isaacson, #NFDB
986:The structural foundations of traditional manhood--economic independence, geographic mobility, domestic dominance--have all been eroding. The transformation of the workplace--the decline of the skilled worker, global corporate relocations, the malaise of the middle-class manager, the entry of women into the assembly line and the corporate office--have pressed men to confront their continued reliance on the marketplace as the way to demonstrate and prove their manhood. ~ Michael S Kimmel, #NFDB
987:Had Shastri been given another five years, there would have been no Nehru–Gandhi dynasty. Sanjay Gandhi and Rajiv Gandhi would almost certainly still be alive, and in private life. The former would be a (failed) entrepreneur, the latter a recently retired airline pilot with a passion for photography. Finally, had Shastri lived longer, Sonia Gandhi would still be a devoted and loving housewife, and Rahul Gandhi perhaps a middle-level manager in a private sector company. ~ Ramachandra Guha, #NFDB
988:If one yearns to see the face of the Divine, one must break out of the aquarium, escape the fish farm, to go swim up wild cataracts, dive in deep fjords. One must explore the labyrinth of the reef, the shadows of the lily pads. How limiting, how insulting to think of God as a benevolent warden, an absentee hatchery manager who imprisons us in the 'comfort' of artificial pools, where intermediaries sprinkle our restrictive waters with sanitized flakes of processed nutriment. ~ Tom Robbins, #NFDB
989:My first baseman is George "Catfish" Metkovich from our 1952 Pittsburgh Pirates team, which lost 112 games. After a terrible series against the New York Giants, in which our center fielder made three throwing errors and let two balls get through his legs, manager Billy Meyer pleaded, "Can somebody think of something to help us win a game?" "I'd like to make a suggestion," Metkovich said. "On any ball hit to center field, let's just let it roll to see if it might go foul." ~ Joe Garagiola, #NFDB
990:There is one thing of which I can assure you. If good performance of the fund is even a minor objective, any portfolio encompassing one hundred stocks (whether the manager is handling one thousand dollars or one billion dollars) is not being operated logically. The addition of the one hundredth stock simply can't reduce the potential variance in portfolio performance sufficiently to compensate for the negative effect its inclusion has on the overall portfolio expectation. ~ Warren Buffett, #NFDB
991:An email exchange dated March 22, 2014, between Hillary’s campaign manager Robby Mook and her adviser/attorney Cheryl Mills, that included John Podesta, made clear all three had their doubts from the start about the likely success of a gender-based campaign focused on the premise that Hillary would be the first woman president. “In fact, I think running on her gender would be the same mistake as 2008, i.e., having a message at odds with what voters ultimately want,” Mook said. ~ Roger Stone, #NFDB
992:Everyone seeks their look. Since it is no longer possible to base any claim on one's own existence, there is nothing for it but to perform an appearing act without concerning oneself with being - or even with being seen. So it is not: I exist, I am here! but rather: I am visible, I am an image -look! look! This is not even narcissism, merely an extraversion without depth, a sort of self-promoting ingenuousness whereby everyone becomes the manager of their own appearance. ~ Jean Baudrillard, #NFDB
993:I’ve known many managers who hate to be surprised in meetings, for example, by which I mean they make it clear that they want to be briefed about any unexpected news in advance and in private. In many workplaces, it is a sign of disrespect if someone surprises a manager with new information in front of other people. But what does this mean in practice? It means that there are pre-meetings before meetings, and the meetings begin to take on a pro forma tone. It means wasted time. ~ Ed Catmull, #NFDB
994:Seven years I worked at the Polish deli. It's a very slow deli. So I sat around a lot on my stool at the cashier. And I'd sign my autograph on all the bags I'd put the milk in. Just everyday, practice my autograph. And the manager of the store would take some of them and tape them against the wall. And he'd say, "Some day, I'm telling you, it will be worth something." And I'm like 13, going, "Really?!" And when I go back there, he still has them on the wall. It's very cute. ~ Jenny McCarthy, #NFDB
995:Indeed, everyone familiar with business today has seen situations in which a manager’s attempt to avoid misdirection through changing his manners has converted a fairly satisfactory relationship into a nightmare of embarrassment and misunderstanding. The manager himself becomes so self-conscious as to lose all easy relationship with his men. And the men in turn react with: “So help us, the old man has read a book; we used to know what he wanted of us, now ,we have to guess. ~ Peter F Drucker, #NFDB
996:In Donald Trump, you have somebody who praises Vladimir Putin all the time. America should really wonder about a President Trump, who had a campaign manager with ties to Putin, pro- Putin elements in the Ukraine, who had to be fired for that reason. They should wonder - when Donald Trump is sitting down with Vladimir Putin, is it going to be America's bottom line or is it going to be Donald Trump's bottom line that he's going to be worried about with all of his business dealings? ~ Tim Kaine, #NFDB
997:Mrs. Richards: Girl, there's no paper in my room. Why don't you check these things? That's what you're being paid for, isn't it?
Polly: We don't put it in the rooms.
Mrs. Richards: What?
Polly: Well, we keep it in the lounge.
Mrs. Richards: [aghast] In the lounge?
Polly: I'll get you some. Do you want plain ones or ones with our address on it?
Mrs. Richards: Address on it?
Polly: How many sheets? Well, how many are you going to use?
Mrs. Richards: Manager! ~ John Cleese,#NFDB
998:said, “Hang on,” and walked back to the people who’d come through the door behind them, spoke to one, who pointed down the hall. Smalls walked back to Lucas and said, “Come on. I’d like Ralph to come along.” Ralph Cox was his campaign manager. He was a tall, ruddy-faced man with curly black hair and overlong sideburns. Lucas nodded to Smalls and said, “That’s up to you,” and followed Smalls down the hall to an office. Smalls opened the door, and the three of them stepped inside. ~ John Sandford, #NFDB
999:My contract with mercury PolyGram Nashville was about to expire. And I never had really been happy. The company, the record company, just didn't put any promotion behind me. I think one album, maybe the last one I did, they pressed 500 copies. And I was just disgusted with it. And about that time that I got to feeling that way, Lou Robin, my manager, came to me and talked to me about a man called Rick Rubin that he had been talking to that wanted me to sign with his record company. ~ Johnny Cash, #NFDB
1000:How did I get into the world? Why was I not asked about it and why was I not informed of the rules and regulations but just thrust into the ranks as if I had been bought by a peddling shanghaier of human beings? How did I get involved in this big enterprise called actuality? Why should I be involved? Isn't it a matter of choice? And if I am compelled to be involved, where is the manager—I have something to say about this. Is there no manager? To whom shall I make my complaint? ~ Soren Kierkegaard, #NFDB
1001:How did I get into the world? Why was I not asked about it and why was I not informed of the rules and regulations but just thrust into the ranks as if I had been bought by a peddling shanghaier of human beings? How did I get involved in this big enterprise called actuality? Why should I be involved? Isn't it a matter of choice? And if I am compelled to be involved, where is the manager—I have something to say about this. Is there no manager? To whom shall I make my complaint? ~ S ren Kierkegaard, #NFDB
1002:An interesting difference between new and experienced stage managers is that the new stage manager thinks of running the show as the most difficult and most demanding part of the job, whereas the experienced stage manager thinks of it as the most relaxing part. Perhaps the reason is that experienced stage managers have built up work habits that make then so thoroughly prepared for the production phase that they [can] sit back during performances to watch that preparation pay off. ~ Laurence Sterne, #NFDB
1003:example, there’s a popular national radio personality who lives here, who is only on the air for 15 minutes in the morning, and 15 minutes in the evening. He occasionally complains about the federal government, but you will never hear him complain about Chicago. The reason being, I own his radio station, and I had the general manager get this radio star to sign a lifetime contract. In effect, I own him, and he will never speak out. I’m the puppeteer who pulls the strings in that city, ~ Cliff Ball, #NFDB
1004:Situations like this only reinforce my deep suspicion of developers: They’re often carelessly breaking things and then disappearing, leaving Operations to clean up the mess. The only thing more dangerous than a developer is a developer conspiring with Security. The two working together gives us means, motive, and opportunity. I’m guessing our CISO probably strong-armed a Development manager to do something, which resulted in a developer doing something else, which broke the payroll run. ~ Gene Kim, #NFDB
1005:Your agent or manager tells you. They go, "You're out. They're gonna get a new guy." But then I didn't feel bad. I didn't take it personally. Not that I'm competitive at all. But you have pride in that, you know? You want your ratings to be good. But now that I'm 62, I don't really care about the ratings. I don't care about the reviews. I care about the work, and I care about the people that I'm working with, and I try to make the experience for them and myself as good as it can be. ~ Louie Anderson, #NFDB
1006:I'm a kid from Minnesota. I like seeing movie stars! So I'm there at The ivy, I've got my shrimp, Eddie Murphy comes in with his gang. I said to the waiter, as any good Midwestern boy would, "Hey, put Eddie's check on my American Express card, but don't tell him that I did it 'til I'm gone." Next day I got a call from manager who said, "Eddie's doing a movie, he was very impressed that you bought him lunch." So remember: sometimes buying people lunch can really work out well for you. ~ Louie Anderson, #NFDB
1007:When you look back you talk about legends of the game, he's certainly up there. Twenty trophies since 1994. He just seems to get better and better. I've had the honour of playing alongside him. The four years I've played alongside him, he is the best player, one of the first names on the manager's teamsheet. He is just a complete legend. There are not enough players like Paul Scholes around any more for my liking. 'Legend' is over-used but this guy is right up there with the very best. ~ Dwight Yorke, #NFDB
1008:Listen to the stage manager and get on stage when they tell you to. No one has time for the rock star bullshit. None of the techs backstage care if you're David Bowie or the milkman. When you act like a jerk, they are completely unimpressed with the infantile display that you might think comes with your dubious status. They were there hours before you building the stage, and they will be there hours after you leave tearing it down. They should get your salary, and you should get theirs. ~ Henry Rollins, #NFDB
1009:Managers of one are people who come up with their own goals and execute them. They don’t need heavy direction. They don’t need daily check-ins. They do what a manager would do—set the tone, assign items, determine what needs to get done, etc.—but they do it by themselves and for themselves. These people free you from oversight. They set their own direction. When you leave them alone, they surprise you with how much they’ve gotten done. They don’t need a lot of hand-holding or supervision. ~ Jason Fried, #NFDB
1010:But there isn’t much else most club managers can do to push their teams up the table. After all, players matter much more. As Johan Cruijff said when he was coaching Barcelona, “If your players are better than your opponents, 90 percent of the time you will win.” There cannot be many businesses where a manager would make such an extravagant claim. The chairman of General Motors does not say that the art of good management is simply hiring the best designers or the best production managers. ~ Simon Kuper, #NFDB
1011:If there's a big problem and you've got the right people with you, usually the answer emerges and you do what's the obvious thing to do. I don't think of myself as some great manager or great leader. I've been very lucky to be in the positions that I've been in. I meet a lot of people and I've grown a lot of companies, and I meet a lot of CEOs at big enterprises. I'm always so surprised at how much they seem to know. It doesn't always seem to be correlated to how well they actually do. ~ Larry Brilliant, #NFDB
1012:He was rather a low sort of pony. The fact is, he had been originally jobbed out by the day, and he never quite got over his old habits. He was clever in melodrama too, but too broad--too broad. When the mother died, he took the port-wine business.'
'The port-wine business!' cried Nicholas.
'Drinking port-wine with the clown,' said the manager; 'but he was greedy, and one night bit off the bowl of the glass, and choked himself, so his vulgarity was the death of him at last. ~ Charles Dickens,#NFDB
1013:Jesus does not say blandly that treasure in heaven results from our generosity on earth. More passionately, he urges his followers to pursue treasure in heaven, the way a thirsty desert wanderer pursues water, or a savvy portfolio manager scours the financial landscape for investments. John comes nowhere close to the Biblical conclusion. Not through faulty reasoning, but the Objectivist simply starts from a different premise. That premise leads him to the “primacy of the individual. ~ Mark David Henderson, #NFDB
1014:A dearth of fiduciaries willing to place client interests foremost forces individuals to take responsibility for their investment portfolios. In the profit-motivated world of Wall Street, fiduciary responsibility takes a backseat to self-interest. What benefits the stockbroker (commissions), the mutual fund manager (large pools of assets), and the financial advisor (high fees) injures the investor. When profit motive meets fiduciary responsibility, profits win and investors lose. Understand ~ Charles D Ellis, #NFDB
1015:extraordinary series of delays is not my fault. I did my possible.' The fat man sighed, 'Very sad.' 'And the pestiferous absurdity of his talk,' continued the other; 'he bothered me enough when he was here. "Each station should be like a beacon on the road towards better things, a center for trade of course, but also for humanizing, improving, instructing." Conceive you—that ass! And he wants to be manager! No, it's—' Here he got choked by excessive indignation, and I lifted my head the least ~ Joseph Conrad, #NFDB
1016:I suppose it is submerged realities that give to dreams their curious air of hyper-reality. But perhaps there is something else as well, something nebulous, gauze-like, through which everything one sees in a dream seems, paradoxically, much clearer. A pond becomes a lake, a breeze becomes a storm, a handful of dust is a desert, a grain of sulphur in the blood is a volcanic inferno. What manner of theater is it, in which we are at once playwright, actor, stage manager, scene painter and audience? ~ W G Sebald, #NFDB
1017:The cast, staff, and crew of a live theater work together toward a common goal: a good performance. Thus, theater is necessarily a group effort. However, it is never a group effort of vague fellow committee members, but of associated autocrats-a playwright, a producer, a director, a stage manager, designers, and, above all, actors. Each accommodates the others, and may overlap others in function when necessary. But each autocrat assumes distinct responsibilities and accepts them completely. ~ Laurence Sterne, #NFDB
1018:She quieted, and turned away under his stare. Inadvertently, he’d gained the upper hand. He had somehow communicated the thought that had bobbed up in his thoughts unexpectedly: that her strength and poise were no more than a mirror image of his own importance, an image of the power and self-satisfaction the manager of the Ilium Works could have, if he wanted it. In a fleeting second she became a helpless, bluffing little girl in his thoughts, and he was able to feel real tenderness toward her. ~ Kurt Vonnegut, #NFDB
1019:Ten things you should always do when you form a group
1. Work with your friends
2. Find like-minded people
3. Have ultimate self-belief
4. Write great songs
5. Get a great manager
6. Live in Manchester
7. Support each other through thick and thin
8. Realise no one person is bigger than the group (thanks to Gene Simmons for that one)
9. Watch where the money goes
10. Always get separate legal advice for everything before you sign; failing that, ask your mam and dad ~ Peter Hook,#NFDB
1020:You are a manager nonetheless who you are. There is a business worth keeping and you are the manager of that business. Yes, the business of your life. There is a big asset worth managing. Yes, your choices. As a manager of your own life, your choices are your assets. They form the pivot for the doom or boom of the business of your life. Some will be great managers and others will collapse the business of their lives by their choices or stay in mediocrity with the business of their lives. ~ Ernest Agyemang Yeboah, #NFDB
1021:I agree with those who say that managers are responsible for making personal coaches available to their employees, but they should not aim to fulfill this role themselves. I am against the idea of “managers as coaches”. My first argument is that managers should manage the system, not the people.Therefore, personal coaching is not a primary task in the manager’s role.[Appelo, Management 3.0 loc:4754] Management’s responsibility is the coaching capability of the system, not the day-to-day implementation of ~ Anonymous, #NFDB
1022:ROBERT IGER. Succeeded Eisner as Disney CEO in 2005. JONATHAN “JONY” IVE. Chief designer at Apple, became Jobs’s partner and confidant. ABDULFATTAH “JOHN” JANDALI. Syrian-born graduate student in Wisconsin who became biological father of Jobs and Mona Simpson, later a food and beverage manager at the Boomtown casino near Reno. CLARA HAGOPIAN JOBS. Daughter of Armenian immigrants, married Paul Jobs in 1946; they adopted Steve soon after his birth in 1955. ERIN JOBS. Middle child of Laurene Powell and ~ Walter Isaacson, #NFDB
1023:There's a part of me that is angry. Not in the sense of, "Gee, George is an angry guy!" I mean, anyone who's been with me five minutes, five years, whatever, they would tell you they've rarely seen me in a moment of anger. Yes, I can become highly irritated in a line that's moving slowly, or with a clerk who's incompetent. But I don't yell. I don't get rude. I am clear about what I expect. In a store, my mother always told me, "Ask for the manager immediately. It changes the tone of the conversation." ~ George Carlin, #NFDB
1024:Luke 8 Women Who Followed Jesus Soon afterward Jesus began a tour of the nearby towns and villages, preaching and announcing the Good News about the Kingdom of God. He took his twelve disciples with him, 2 along with some women who had been cured of evil spirits and diseases. Among them were Mary Magdalene, from whom he had cast out seven demons; 3 Joanna, the wife of Chuza, Herod’s business manager; Susanna; and many others who were contributing from their own resources to support Jesus and his disciples. ~ Anonymous, #NFDB
1025:All this information and more would be assembled into a hiring packet of fifty pages or more per candidate and reviewed by a hiring committee. There were many hiring committees, and each would be composed of people who were familiar with the job being filled but didn’t have a direct stake in it. For example, a hiring committee for online sales roles would be made up of salespeople, but would not include the hiring manager or anyone who would directly work with the candidate. This was to ensure objectivity. ~ Laszlo Bock, #NFDB
1026:In other words, multitasking may mean doing more things but doing them less well. A manager at a communications firm told me that many of her employees are so focused on multitasking that they end up handing in subpar work. She finds herself telling her employees to slow down—an unusual request from a manager—because she knows that if they are present and deliberately thinking through each task, they would not only perform better but also learn from each task and thereby improve future performance as well. ~ Emma Sepp l, #NFDB
1027:There's this idea, particularly in pop music and a lot of these pop father/manager types, that you're selling the person instead of the song. You basically want to create something that the fans relate to because it's exactly like them. So there's a lot of art that's made to be in the image of the audience, but then the audience is imitating this version of themselves. It's a really weird cultural feedback loop, and it's kind of strange to watch. It's a new thing since I was a kid, really a different thing. ~ Win Butler, #NFDB
1028:Why Have Formal Documents? First, writing the decisions down is essential. Only when one writes do the gaps appear and the inconsistencies protrude. The act of writing turns out to require hundreds of mini-decisions, and it is the existence of these that distinguishes clear, exact policies from fuzzy ones. Second, the documents will communicate the decisions to others. The manager will be continually amazed that policies he took for common knowledge are totally unknown by some member of his team. ~ Frederick P Brooks Jr, #NFDB
1029:As he was discussing this with Sarao, it occurred to me that a large part of a city librarian’s job is to be a property manager. Szabo is responsible for seventy-three large structures that are spread across the 503 square miles of the city of Los Angeles. To even visit each one of the branches is a major proposition. Szabo’s days seesaw between big thoughts on the future of global information systems and minutiae such as requisitioning a city gardener to trim the weeds around the Washington Irving library. ~ Susan Orlean, #NFDB
1030:Management and chairman of the Santa Fe Institute: “Buffett’s advice is so good but so hard. The point when there’s a valuation extreme is precisely the point when the emotional pull—in the wrong direction—is strongest.”11 Adds James Montier, portfolio manager at GMO: “People love extrapolation and forget that cycles exist. The good news is that you get paid for doing uncomfortable things, when stocks are at trough earnings and low multiples their implied return is high, in contrast you don’t get paid for ~ John Mihaljevic, #NFDB
1031:These two qualities of leadership [Integrity and Sincerity] were part of God's law's for the Israelites (Deuteronomy 18:13). God wants His people to show a transparent character, open and innocent of guile.
A prominent businessman once replied to a question: "If I had to name the one most important quality of a top manager, I would say personal integrity." Surely the spiritual leader must be sincere in promise, faithful in discharge of duty, upright in finances, loyal in service, and honest in speech. ~ J Oswald Sanders,#NFDB
1032:America should really wonder about a President Trump, who had a campaign manager with ties to Putin, pro-putin elements in the Ukraine who had to be fired for that reason. They should wonder when Donald Trump is sitting down with Vladimir Putin, is it going to be America's bottom line, or is it going to be Donald Trump's bottom line he's going to be worried about with all of his business dealings. This would be solved if Donald Trump would release his tax returns as he's told the American public that he would do. ~ Tim Kaine, #NFDB
1033:The reporting of the size is tiered up to $10m for investment grade debt, and $5m for junk bonds. But if an asset manager sells a $100m chunk of bonds to an investment bank at a discount due to the big size, that becomes the new market price, making it difficult for the bank to gradually sell down the position at a profit — discouraging it from playing the traditional market-making role. The industry is keen to help unclog corporate bond trading by introducing a one-day delay to publishing bigger trades on Trace. ~ Anonymous, #NFDB
1034:What is the manager's job? It is to direct the resources and the efforts of the business toward opportunities for economically significant results. This sounds trite - and it is. But every analysis of actual allocation of resources and efforts in business that I have ever seen or made showed clearly that the bulk of time, work, attention, and money first goes to problems rather than to opportunities, and, secondly, to areas where even extraordinarily successful performance will have minimal impact on results. ~ Peter Drucker, #NFDB
1035:Mike decided to invite the manager to visit the newest Shell station in his territory. The manager was so impressed by the facilities at the new station that when Mike visited him the next time, his station was cleaned up and had recorded a sales increase. This enabled Mike to reach the Number One spot in his district. All his talking and discussion hadn’t helped, but by arousing an eager want in the manager, by showing him the modern station, he had accomplished his goal, and both the manager and Mike benefited. ~ Dale Carnegie, #NFDB
1036:...so I walked down to the operation nearest my office, a brothel, and found the manager. Before he could say anything, I pinned the right side of his cloak to the wall with a throwing knife, about knee level. I did the same with his left side. I put a shuriken into the wall next to each ear, close enough to cut. Then Loiosh went after him and raked his claws down the guy's face. I went up and hit him just below his sternum, then kneed him in the face when he doubled over. He began to understand that I wasn't happy. ~ Steven Brust, #NFDB
1037:The bureaucratic manager, the consuming aesthete, the therapist, the protester and their numerous kindred occupy almost all the available culturally recognizable roles, the notions of the expertise of the few and of the moral agency of everyone are the presuppositions of the dramas which those characters enact. To cry out that the emperor had no clothes on was at least to pick on one man only to the amusement of everyone else; to declare that almost everyone is dressed in rags is much less likely to be popular. ~ Alasdair MacIntyre, #NFDB
1038:The manager greeted them in the foyer, a wild-eyed young woman with short, spiky blond hair and a considerable waistline. Taylor eyed her, unable to ascertain whether she was pregnant or just heavy. As a hotel general manager, she was as professional as could be expected, considering a serial killer had struck in one of her guest suites. The woman spied Sam coming in with her gear and snapped her fingers at a bellman, who intercepted the M.E. and guided her away. The service elevator would accommodate the stretcher. She ~ J T Ellison, #NFDB
1039:The Weasel Cafferty’s lieutenant Aly the Weasel’s son Ellen Dempsey owner of MG Cabs in Edinburgh DI Bobby Hogan Leith-based detective WPC Antonia “Toni” Jackson experienced uniformed officer at St. Leonard’s PC John “Perry” Mason latest recruit to the uniformed branch at St. Leonard’s Laura Stafford a prostitute Donny Dow father of Laura’s child DS Liz Hetherington Dundee-based detective Ricky manager of the Sauna Paradiso Other Characters Claverhouse detective in the Scottish Drug Enforcement Agency Ormiston Claverhouse’s ~ Ian Rankin, #NFDB
1040:One of the great errors organizations make is shutting down what is a natural, life-enhancing process-chaos. We are terrified of chaos. As a manager, it signals failure. But if you move out of control and into an appreciation of natural order, you understand that the only way a system changes is when it is far from equilibrium, when it moves from the 'quiet' we treasure and is confronted with the choice to die or reorganize. And you can't reorganize to a higher level unless you risk the perils of the path through chaos. ~ Margaret J Wheatley, #NFDB
1041:DEBORAH “DEBI” COLEMAN. Early Mac team manager who took over Apple manufacturing. TIM COOK. Steady, calm, chief operating officer hired by Jobs in 1998; replaced Jobs as Apple CEO in August 2011. EDDY CUE. Chief of Internet services at Apple, Jobs’s wingman in dealing with content companies. ANDREA “ANDY” CUNNINGHAM. Publicist at Regis McKenna’s firm who handled Apple in the early Macintosh years. MICHAEL EISNER. Hard-driving Disney CEO who made the Pixar deal, then clashed with Jobs. LARRY ELLISON. CEO of Oracle and personal ~ Walter Isaacson, #NFDB
1042:I do interview senior candidates at the home office or many of our hotel or restaurant General Manager candidates. My two favorite questions are "Tell me about a failure in your career, what you learned from it, and how you've leveraged this lesson" and "All of us are misperceived at one time or another. What's the most common way you're misperceived in the workplace and why?" Both of these questions require a certain amount of self-awareness and a willingness to not give pat, normal answers that we offer experience in interviews. ~ Chip Conley, #NFDB
1043:SPARK THEIR INTEREST IN YOUR SUCCESS AND GAIN AN UNOFFICIAL MENTOR Remember the idea of figuring what the other side is really buying? Well, when you are selling yourself to a manager, sell yourself as more than a body for a job; sell yourself, and your success, as a way they can validate their own intelligence and broadcast it to the rest of the company. Make sure they know you’ll act as a flesh-and-blood argument for their importance. Once you’ve bent their reality to include you as their ambassador, they’ll have a stake in your success. ~ Chris Voss, #NFDB
1044:Another memorable performance of ‘Black Sabbath’ was in a town hall near Manchester. The manager was there to greet us in a suit and tie when we climbed out of the van. You should have seen the look on his face when he saw us.
‘Is that what you’re going to wear on stage?’ he asked me, staring at my bare feet and pyjama top.
‘Oh no,’ I said, in this fake-shocked voice. ‘I always perform in gold spandex. Have you ever seen an Elvis gig? Well, I look a bit like him – but of course my tits are much smaller.’ ~ Ozzy Osbourne,#NFDB
1045:Each home has been reduced to the bare essentials -- to barer essentials than most primitive people would consider possible. Only one woman's hands to feed the baby, answer the telephone, turn off the gas under the pot that is boiling over, soothe the older child who has broken a toy, and open both doors at once. She is a nutritionist, a child psychologist, an engineer, a production manager, an expert buyer, all in one. Her husband sees her as free to plan her own time, and envies her; she sees him as having regular hours and envies him. ~ Margaret Mead, #NFDB
1046:I used to think that if you cared for other people, you need to study sociology or something like it. But….I [have] concluded, if you want to help other people, be a manager. If done well, management is among the most noble of professions. You are in a position where you have eight or ten hours every day from every person who works for you. You have the opportunity to frame each person’s work so that, at the end of every day, your employees will go home feeling like Diana felt on her good day: living a life filled with motivators. ~ Clayton M Christensen, #NFDB
1047:Pardew has come out and criticized me. He is the worst at haranguing referees. He shoves them and makes a joke of it. How he can criticize me is unbelievable. He forgets the help I gave him, by the way. The press have had a field day. The only person they have not spoken to is Barack Obama because he is busy. It is unfortunate but I am the manager of the most famous club in the world. Not Newcastle, a wee club in the North-East. I was demonstrative. I am always demonstrative. Everyone knows that. I am an emotional guy but I was not abusive. ~ Alex Ferguson, #NFDB
1048:The work relationship has to be based on mutual respect. Psychological despotism is basically contemptuous—far more contemptuous than the traditional Theory X. It does not assume that people are lazy and resist work, but it assumes that the manager is healthy while everybody else is sick. It assumes that the manager is strong while everybody else is weak. It assumes that the manager knows while everybody else is ignorant. It assumes that the manager is right, whereas everybody else is stupid. These are the assumptions of foolish arrogance. ~ Peter F Drucker, #NFDB
1049:CODE OF BUSINESS CONDUCT AND ETHICS Amazon.com employees should always act lawfully, ethically, and in the best interests of Amazon.com. This Code of Business Conduct and Ethics (the “Code of Conduct”) sets out basic guiding principles. Employees who are unsure whether their conduct or the conduct of their coworkers complies with the Code of Conduct should contact their manager or the Legal Department. Employees may also report any suspected noncompliance as provided in the Legal Department’s reporting guidelines referred to in paragraph IX below. ~ Anonymous, #NFDB
1050:What those cardinals didn’t quite grasp, however, was that they weren’t just electing a CEO who would make the Vatican’s trains run on time. They were also electing Rosa’s grandson, a believer who derived from her the lesson that real faith is more about compassion than rigidity, more about seeing good in others than finding fault, and that rhetoric is hollow if not backed by action. The cardinals thought they were electing a manager, perhaps a missionary, and what they got in the bargain was the Pope of Mercy. The Francis mission was under way. ~ John L Allen Jr, #NFDB
1051:is embedded in an organization in which most people are continually questioning why the project is being done at all. Projects make sense to people if they address the needs of important customers, if they positively impact the organization’s needs for profit and growth, and if participating in the project enhances the career opportunities of talented employees. When a project doesn’t have these characteristics, its manager spends much time and energy justifying why it merits resources and cannot manage the project as effectively. Frequently ~ Clayton M Christensen, #NFDB
1052:No manager can make an employee productive. Managers are catalysts. They can speed up the reaction between the talent of the employee and the needs of the customer/company. They can help the employee find his path of least resistance toward his goals. They can help the employee plan his career. But they cannot do any of these without a major effort from the employee. In the world according to great managers, the employee is the star. The manager is the agent. And, as in the world of performing arts, the agent expects a great deal from his stars. ~ Marcus Buckingham, #NFDB
1053:On the afternoon of November 8, 2016, Kellyanne Conway—Donald Trump’s campaign manager and a central, indeed starring, personality of Trumpworld—settled into her glass office at Trump Tower. Right up until the last weeks of the race, the Trump campaign headquarters had remained a listless place. All that seemed to distinguish it from a corporate back office were a few posters with right-wing slogans. Conway now was in a remarkably buoyant mood considering she was about to experience a resounding if not cataclysmic defeat. Donald Trump would lose the ~ Michael Wolff, #NFDB
1054:Who tricked me into this whole thing and leaves me standing here? Who am I? How did I get into the world? Why was I not asked about it, why was I not informed of the rules and regulations and just thrust into the ranks as if I had been bought from a peddling shanghaier of human beings? How did I get involved in the big enterprise called actuality? Why should I be involved? Isn’t it a matter of choice? If I am compelled to be involved, where is the manager-I have something to say about this. Is there no manager? To whom shall I make my complaint? ~ S ren Kierkegaard, #NFDB
1055:The first law of Bureaucracy is, show no curiosity outside your cubicle. It’s like the first rule of every army that’s ever bashed a square: never volunteer.
If you ask questions (or volunteer) it will be taken as a sign of inactivity, and the devil, in the person of your line manager (or your sergeant) will find a task for your idle hands. What’s more, you’d better believe it’ll be less appealing than whatever you were doing before (creatively idling, for instance), because inactivity is a crime against organization and must be punished. ~ Charles Stross,#NFDB
1056:Sidney Blumenthal is very close friend of Secretary [Hillary] Clinton. And her campaign manager, Patti Doyle, went to - during the campaign, her campaign against President [Barak] Obama, fought very hard. If you look at CNN this past week, Patti Solis Doyle was on Wolf Blitzer saying that this happened. Blumenthal sent McClatchy, highly respected reporter at McClatchy, to Kenya to find out about it.She failed to get the birth certificate.When I got involved, I didn't fail. I got him to give the birth certificate [of Barack Obama]. So I'm satisfied with it. ~ Donald Trump, #NFDB
1057:In those olden times you didn't have to be a space scientist to manage the gadget that flicked your TV on and off... Doctors made house calls. Rabbis were guys. Kids were raised by their moms instead of in child-care pens like piglets. Software meant haberdashery. There wasn't a different dentist for gums, molars, fillings and extractions - one nerd managed the lot. If a waiter spilled hot soup on your date, the manager offered to pay her cleaning bill and sent over drinks, and she didn't sue for a kazillion dollars, claiming "loss of enjoyment of life. ~ Mordecai Richler, #NFDB
1058:My second wife left me because she said I was too ambitious. She didn't realize that it is only the dying who are free from ambition. And they probably have the ambition to live. Some men disguise their ambition--that's all. I was in a position to help this young man my wife loved. He soon showed his ambition then. There are different types of ambition - that is all, and my wife found she preferred mine. Because it was limitless. They do not feel the infinite is an unworthy rival, but for a man to prefer the desk of an assistant manager - that is an insult. ~ Graham Greene, #NFDB
1059:Today the average inhabitant of the western hemisphere knows a little of everything. He has the newspaper on his breakfast table and wireless within reach. For the evening there is the film, cards, or a meeting to complete a day spent in the office or factory where nothing that is essential has been learnt. With slight variation this picture of a low cultural average holds good over the entire range from factory-hand of clerk to manager or director. Only the personal will to culture, in whatever field and however pursued raises modern man above this level. ~ Johan Huizinga, #NFDB
1060:He knew the place very well. A bijou establishment on a side street, in a good but not-quite-best neighborhood. Sometimes the manager called to complain about people parking right in front. Because that ruined the image. They had a guy with a top hat. Where was he supposed to stand? Muller himself had been out there twice. Nothing he could do. Not without two years of due process to get the curb changed. Which the city’s lawyers would never allow. Suppose all the small hotels wanted the same treatment? Chaos. It was already bad enough with the big brands. Muller ~ Lee Child, #NFDB
1061:Once upon a time there was a crooked tree and a straight tree. And they grew next to each other. And every day the straight tree would look at the crooked tree and he would say, "You're crooked. You've always been crooked and you'll continue to be crooked. But look at me! Look at me!" said the straight tree. He said, "I'm tall and I'm straight." And then one day the lumberjacks came into the forest and looked around, and the manager in charge said, "Cut all the straight trees." And that crooked tree is still there to this day, growing strong and growing strange. ~ Tom Waits, #NFDB
1062:Project Oxygen has had the most profound impact on Google. The name comes from a question Michelle once asked: “What if everyone at Google had an amazing manager? Not a fine one or a good one, but one that really understood them and made them excited to come to work each day. What would Google feel like then?” Neal was in the habit of naming his projects after elements from the periodic table, so Michelle proposed Project Oxygen, because “having a good manager is essential, like breathing. And if we make managers better, it would be like a breath of fresh air. ~ Laszlo Bock, #NFDB
1063:Baseball is a simple game. If you have good players, and you keep them in the right frame of mind, the manager is a success. The players make the manager. It's never the other way. Managing is not running, hitting, or stealing. Managing is getting your players to put out one hundred percent year after year. A player does not have to like a manager and he does not have to respect a manager. All he has to do is obey the rules. Talent is one thing. Being able to go from spring to October is another. You just got caught in a position where you have no position. ~ Sparky Anderson, #NFDB
1064:But here’s the secret to success when you possess a much-larger-than-average-size cock. You can’t just wave it around like a big bat. You’ve got to treat it like a baseball manager does a closer. A cock with firepower is your secret weapon, and it’s worth its weight in gold if you know what to do with the rest of the lineup. Meaning, the dick should never be the star of the show. The woman’s name should be the one in lights, and you need to make her feel that way from start to finish. Warm her up right. Use all your tools—hands, fingers, mouth, tongue, words. ~ Lauren Blakely, #NFDB
1065:I dust a whole shelf of books on pregnancy, breastfeeding, the first six months, the first year, the first two years — and I wonder what the child care-deprived Maddy makes of all this. Maybe there's been some secret division of the world's women into breeders and drones, and those at the maid level are no longer supposed to be reproducing at all. Maybe this is why our office manager, Tammy, who was once a maid herself, wears inch-long fake nails and tarty little outfits — to show she's advanced to the breeder caste and can't be sent out to clean anymore. ~ Barbara Ehrenreich, #NFDB
1066:I thought it might be good for morale to look my bank manager in the eye for the first time in ten years, even if the money in my account wasn’t mine. I was shown into a waiting-room outside the manager’s office, and given a plastic cup of plastic coffee which was far too hot to drink until, in the space of a hundredth of a second, it suddenly became far too cold. I was trying to get rid of it behind a rubber plant when a nine-year-old boy with ginger hair stuck his head out of the door, beckoned me in, and announced himself as Graham Halkerston, Branch Manager. ~ Hugh Laurie, #NFDB
1067:Individuals became successful in part because of their abilities to debate forcefully and influence others. Inquiry skills, meanwhile, go unrecognized and unrewarded. But as managers rise to senior positions, they confront issues more complex and diverse than their personal experience. Suddenly, they need to tap insights from other people. They need to learn. Now the manager’s advocacy skills become counterproductive; they can close us off from actually learning from one another. What is needed is blending advocacy and inquiry to promote collaborative learning. ~ Peter M Senge, #NFDB
1068:My ten years of bank experience should be of interest to a rapidly growing bank like yours. In various capacities in bank operations with the Bankers Trust Company in New York, leading to my present assignment as Branch Manager, I have acquired skills in all phases of banking including depositor relations, credits, loans and administration. I will be relocating to Phoenix in May and I am sure I can contribute to your growth and profit. I will be in Phoenix the week of April 3 and would appreciate the opportunity to show you how I can help your bank meet its goals. ~ Dale Carnegie, #NFDB
1069:He had a son-in-law named Ed MacLuckie who was looking for a job and who had expressed a liking for the food service business. Ed was working a wholesale hardware territory over in Michigan at the time and it was not going well. So I talked to him. He was one of these whip-lean, nervous types who are often very fussy and fastidious and have great endurance. Just the kind of qualifications I was looking for, so I hired him as a manager of my first store. Art Bender, the McDonald brothers’ manager, came to Des Plaines and helped Ed and me open that store on April 15, 1955. ~ Ray Kroc, #NFDB
1070:I came across an article recently that reported how growing numbers of employers today complain that many young job applicants exhibit all thesigns of having been -- there's no other word for it-- SPOILED. These young people feel entitled to jobs and salaries they haven't earned. They have unrealistic views of their own capabilities. They don't take criticism well, and they demand lots of attention and guidance from their employres. They "were raised with so much affirmation and positive reinforcement that they come into the workplace needy for more," said one manager. ~ Sarah Palin, #NFDB
1071:Now, the Libertarian Party, is a *capitalist* party. It's in favor of what *I* would regard a *particular form* of authoritarian control. Namely, the kind that comes through private ownership and control, which is an *extremely* rigid system of domination - people have to... people can survive, by renting themselves to it, and basically in no other way... I do disagree with them *very* sharply, and I think that they are not..understanding the *fundamental* doctrine, that you should be free from domination and control, including the control of the manager and the owner. ~ Noam Chomsky, #NFDB
1072:So don't look over your shoulder or let fear and anxiety rule you. Go for broke. Let passion blaze your trail. Look ahead and pursue the dream that fits who you are as a person and a manager. Learn what you can, but don't get bogged down--in today's world, there's so much to know that learning can actually take the place of action and hold you back. Learn enough, then trust your gut and act. Be bold--or crazy--enough not to hold back. Take advantage of the freedom to be your own person. When the game is over, regardless of the score, you'll revel in what you've done. ~ Edward M Hallowell, #NFDB
1073:Shortly after Scotty’s decision in favor of Steve, Raskin quit in a huff. But before he left he fired off a memo to his bosses that still stands as an angry summary of Steve’s weaknesses. “While Mr. Jobs’s stated positions on management techniques are all quite noble and worthy, in practice he is a dreadful manager.… He is a prime example of a manager who takes the credit for his optimistic schedules and then blames the workers when deadlines are not met,” he wrote, adding that Steve “misses appointments … does not give credit … has favorites … and doesn’t keep promises. ~ Brent Schlender, #NFDB
1074:To change a culture, the leaders have to change the messages people receive about what they must do to fit in. When people understand that there are new requirements for belonging, they adjust their behavior accordingly. Cultural change starts with a new set of messages. Culture-changing communication is nonverbal—the “doing” rather than the “saying”—and comes most vividly from leadership behaviors. The behavior of leaders exemplifies what people with power—and those who aspire to have it—are supposed to do. A small change in a senior manager’s behavior can send a big message. ~ Fred Kofman, #NFDB
1075:Agile leaders encourage their teams to adjust and experiment constantly. In today's age of oversharing, the best leaders also have to be more open and accessible. To be effective, you also have to be aware of how others perceive you and cop to your flaws every now and then. One of the lesson to successful leadership may be quite challenging but very important. Expose yourself. Allow yourself to be vulnerable - less super and more human. These "Leadership 3.0" practices, as I call them, are critical to being an effective manager when you're getting started in today's world. ~ Linda Rottenberg, #NFDB
1076:At one particular club, he met two brothers who were the principals of the other agency. During the meeting one of the brothers made his excuses and left ‘to sort out the exclusivity of the agency’ upstairs with the club manager. The next thing Bryan heard was the sound of a body bumping down the stairs. The other brother also made his excuses, and went over to add a kick or three to the prostrate body of the luckless club manager. Bryan, who preferred to persuade his clients with a bottle of fine claret, quietly slipped away. Only later did he learn that the brothers’ surname was Kray. ~ Nick Mason, #NFDB
1077:There is no educational jargon in her school, just boundless energy and a passion for learning, however it happens. One of the signs of a great manager is the ability to describe, in detail, the unique talents of each of his or her people — what drives each one, how each one thinks, how each builds relationships. In a sense, great managers are akin to great novelists. Each of the “characters” they manage is vivid and distinct. Each has his own features and foibles. And their goal, with every employee, is to help each individual “character” play out his unique role to the fullest. ~ Marcus Buckingham, #NFDB
1078:A man may be a tough, concentrated, successful moneymaker and never contribute to his country anything more than a horrible example. A manager may be tough and practical, squeezing out, while the going is good, the last ounce of profit and dividend, and may leave behind him an exhausted industry and a legacy of industrial hatred. A tough manager may never look outside his own factory walls or be conscious of his partnership in a wider world. I often wonder what strange cud such men sit chewing when their working days are over, and the accumulating riches of the mind have eluded them. ~ Robert Menzies, #NFDB
1079:Dear Sir: My ten years of bank experience should be of interest to a rapidly growing bank like yours. In various capacities in bank operations with the Bankers Trust Company in New York, leading to my present assignment as Branch Manager, I have acquired skills in all phases of banking including depositor relations, credits, loans and administration. I will be relocating to Phoenix in May and I am sure I can contribute to your growth and profit. I will be in Phoenix the week of April 3 and would appreciate the opportunity to show you how I can help your bank meet its goals. Sincerely, ~ Dale Carnegie, #NFDB
1080:We ain't clean," Ma said. "They shouldn't be comin' till we get cleaned up a little." "But they know how it is," the manager said. "They came in the same way. No, sir. The committees are good in this camp because they do know." He finished his coffee and stood up. "Well, I got to go on. Anything you want, why, come over to the office. I'm there all the time. Grand coffee. Thank you." He put the cup on the box with the others, waved his hand, and walked down the line of tents. And Ma heard him speaking to the people as he went. Ma put down her head and she fought with a desire to cry. ~ John Steinbeck, #NFDB
1081:In my senior year of high school, I was working at a dealership washing cars. For some reason, I asked them to give me a shot as a salesman for a shift. What happened was I sold two cars in one day and they offered me the position. After a while I decided I didn't want the job and so I told the manager I'd contracted HIV from having unprotected sex. It was only half true but I'd been feeling sick and somehow convinced myself I was really dying. I remember I sat in my boss' office, the both of us crying. Later than night he calls my dad and says 'I'm sorry your son has HIV.' It was terrible. ~ Nick Thune, #NFDB
1082:Trying to preserve Eversby Priory would involve far more effort than it’s worth,” he said flatly. “No rational man would conclude otherwise. As for my future offspring, there won’t be any, since I have no intention of marrying.”
The estate manager cast an imploring glance at West. “Mr. Ravenel, you cannot support your brother in this folly.”
West extended his hands as if they were a set of weighing scales, and compared invisible counterbalances. “On one hand, he has a lifetime of responsibility, debt, and drudgery. On the other, he has freedom and pleasure. Is there really a choice? ~ Lisa Kleypas,#NFDB
1083:Good secretaries are always in demand. Sinco's personnel office will probably call you eventually and offer you a job."
"I doubt it," Lauren said with an irrepressible smile. "I'm afraid Mr. Weatherby, the personnel manager, doesn't think I'm very bright," she explained.
Nick's head jerked up, his gaze moving with frank, masculine appreciation over her vivid features. "Lauren, I think you're as bright as a shiny new penny. Weatherby must be blind."
"Of course he is!" she teased. "Or else he'd never wear a houndstooth jacket with a paisley tie."
Nick grinned. "Does he really? ~ Judith McNaught,#NFDB
1084:The responsibility for finding and fixing problems should be assigned to every employee, from the most senior manager to the lowliest person on the production line. If anyone at any level spotted a problem in the manufacturing process, Deming believed, they should be encouraged (and expected) to stop the assembly line. Japanese companies that implemented Deming’s ideas made it easy for workers to do so: They installed a cord that anyone could pull in order to bring production to a halt. Before long, Japanese companies were enjoying unheard-of levels of quality, productivity, and market share. ~ Ed Catmull, #NFDB
1085:I was so mad I wasn't sitting at the stadium watching it [Prince' 2007 Super Bowl performance] in person. So when Prince came back to the box where I would have been after he performed, he said to my makeup artist, "Where's Stevie?" She said, "She's sick, and she was told by our manager that she would have to walk across the football field when the game was over in the mud and try to find a limo, so she made the decision that she couldn't do that." He was not happy that I wasn't there, and now today I'm not happy about it because I should have gone and I should have walked in that mud for him. ~ Stevie Nicks, #NFDB
1086:Leah Pearlman, who was a product manager on the team that developed the “Like” button for Facebook (she was the author of the blog post announcing the feature in 2009), has become so wary of the havoc it causes that now, as a small business owner, she hires a social media manager to handle her Facebook account so she can avoid exposure to the service’s manipulation of the human social drive. “Whether there’s a notification or not, it doesn’t really feel that good,” Pearlman said about the experience of checking social media feedback. “Whatever we’re hoping to see, it never quite meets that bar. ~ Cal Newport, #NFDB
1087:Or, suppose you want to motivate your managers to ship products on time, so you conspicuously promote each manager whose product goes out the door on schedule. All goes as planned until the situation arises in which one of your managers has a project where the testers are reporting numerous problems. Because managers who have shipped products on time have been promoted, this manager thinks, I want that promotion so I need to ship this on time, but those bug reports are getting in the way. I know what I'll do! I'll put the testers on another project until the developers have a chance to catch up. ~ Gerald M Weinberg, #NFDB
1088:To address strength and endurance issues, Goldblatt initiated a program called the Mechanically Dominant Soldier. What if soldiers could have ten times the muscle endurance of enemy soldiers? What if they could leap seven feet and be able to cool down their own body temperature? What if the military benchmark of eighty pull-ups a day could be raised to three hundred pull-ups a day? “We want every war fighter to look like Lance Armstrong as far as metabolic profile,” program manager Joe Bielitzki told Washington Post reporter Joel Garreau a decade before Armstrong resigned from athletics in disgrace. ~ Annie Jacobsen, #NFDB
1089:chores that slow down the software development process,” said Andrew Heller, the general manager of IBM’s workstation unit, who was so impressed by Jobs that he named his newborn son Steve. The negotiations lasted into 1988, with Jobs becoming prickly over tiny details. He would stalk out of meetings over disagreements about colors or design, only to be calmed down by Tribble or Lewin. He didn’t seem to know which frightened him more, IBM or Microsoft. In April Perot decided to play host for a mediating session at his Dallas headquarters, and a deal was struck: IBM would license the current version of ~ Walter Isaacson, #NFDB
1090:In many companies, managers’ pay is contingent upon the efficiency of their staff as measured by revenue per employee hour. Scheduling software helps them boost these numbers and their own compensation. Even when executives tell managers to loosen up, they often resist. It goes against everything they’ve been taught. What’s more, at Starbucks, if a manager exceeds his or her “labor budget,” a district manager is alerted, said one employee. And that could lead to a write-up. It’s usually easier just to change someone’s schedule, even if it means violating the corporate pledge to provide one week’s notice. ~ Cathy O Neil, #NFDB
1091:GOOD PRODUCT MANAGER/BAD PRODUCT MANAGER Good product managers know the market, the product, the product line, and the competition extremely well and operate from a strong basis of knowledge and confidence. A good product manager is the CEO of the product. Good product managers take full responsibility and measure themselves in terms of the success of the product. They are responsible for right product/right time and all that entails. A good product manager knows the context going in (the company, our revenue funding, competition, etc.), and they take responsibility for devising and executing a winning plan (no ~ Ben Horowitz, #NFDB
1092:As he had learned during the formative years coming up, you really didn’t have to sweat the work—it just sort of flowed around you, nothing but meetings, talking heads, and staff work delegated down the food chain. The other stuff was out of the senior manager’s playbook: Once a year, either propose an amorphous new “program,” or close down an existing program in a display of efficiency and fiscal rectitude; be sure to fire one or more struggling underlings each quarter to prove you’re a leader; and know that there is no limit to obsequiousness and flummery when dealing with superiors. It was really quite easy. ~ Jason Matthews, #NFDB
1093:room and the tension hits like a brick. Tonight we’re assigned to one half of a long room. Tadeo is moving up in the world of mixed martial arts, and we’re all beginning to sense something big. He’s lying on a table, on his stomach, naked except for his boxers, not an ounce of fat on his 130-pound body. His cousin Leo is massaging his shoulder blades. The lotion makes his light brown skin glisten. I ease around the room and speak to Norberto, his manager, Oscar, his trainer, and Miguel, his brother and workout partner. They smile when they speak to me because I, the lone gringo, am viewed as the man with the money. ~ John Grisham, #NFDB
1094:We often make the mistake of asking, “Who can help me here?” This may be a shortsighted approach to influencing others. It is far more productive to ask ourselves, “Whom can I help?” or, “For whom can I do a favor?” If management is about getting things done through others, then a healthy web of indebted colleagues, who have benefited from a manager’s useful information, concessions, attention, and perhaps a friendly listening ear, can stand that manager in good stead for the future. Similarly, our friends, neighbors, and partners will become more responsive to our requests when we have first provided for them. ~ Noah J Goldstein, #NFDB
1095:Roddy the assistant manager lived in the theater. He'd emptied out one of the supply closets. He'd installed an inflatable mattress, a Shower Anywhere portable shower, and a wee television. He slept amid the powdered-butter fumes and empty drink-syrup tanks. He had grub-white skin and Goth circles under his eyes that, unlike those of Goths, came from really, truly existing half in the world of the dead. He smelled like carpeting, Scotch tape, and steak sauce. He was almost forty but had one of those half mustaches that thirteen-year-olds have. He was the closest thing to a zombie I've yet encountered in this world. ~ Patton Oswalt, #NFDB
1096:As he had learned during the formative years coming up, you really didn’t have to sweat the work—it just sort of flowed around you, nothing but meetings, talking heads, and staff work delegated down the food chain. The other stuff was out of the senior manager’s playbook: Once a year, either propose an amorphous new “program,” or close down an existing program in a display of efficiency and fiscal rectitude; be sure to fire one or more struggling underlings each quarter to prove you’re a leader; and know that there is no limit to obsequiousness and flummery when dealing with superiors. It was really quite easy. The ~ Jason Matthews, #NFDB
1097:In his business, some customers come in and buy a suit, but what they're really buying is confidence for that job interview that's coming up. The older businessman browsing new cuff links and ties is actually looking for a way to show he's made it. The woman shopping for socks and underwear for her husband isn't there to buy socks and underwear-she's there to show her man how special he is, how much she recognizes and appreciates his uniqueness. If she wanted socks and underwear for him, she could go to any department store at the mall. The manager at this men's store realized the psychology of his particular clientele. ~ T D Jakes, #NFDB
1098:For strengths: 1. What was the best day at work you’ve had in the last three months? What were you doing? Why did you enjoy it so much? For weaknesses: 2. What was your worst day at work in the last three months? What were you doing? Why did it grate on you so much? For triggers: 3. What was the best relationship with a manager you’ve ever had? What made it work so well? 4. What was the best praise or recognition you’ve ever received? What made it so good? And for unique style of learning: 5. When in your career do you think you were learning the most? Why did you learn so much? What’s the best way for you to learn? ~ Marcus Buckingham, #NFDB
1099:To know the narrative in advance is to turn yourself into a machine,” the Manager continues. “What makes humans human is precisely that they do not know the future. That is why they do the fateful and amusing things they do: who can say how anything will turn out? Therein lies the only hope for redemption, discovery, and—let’s be frank—fun, fun, fun! There might be things people will get away with. And not just motel towels. There might be great illicit loves, enduring joy, faith-shaking accidents with farm machinery. But you have to not know in order to see what stories your life’s efforts bring you. The mystery is all. ~ David Sedaris, #NFDB
1100:Holman held the door for a young woman leaving the bank. He smiled at her pleasantly, then stepped inside and took in his surroundings. Banks were usually busy during the lunch hour, but now it was almost four. Five customers were waiting in line for two tellers. Two manager types were at desks behind the teller cages and a young man who was probably a customer service rep manned a desk on the lobby floor. Holman knew right away this bank was a target for robberies. It had no man-trap doors at the entrance, no Plexiglas bandit barriers shielding the tellers, and no security guards. It was a robbery waiting to happen. Holman ~ Robert Crais, #NFDB
1101:If you turn back time and look, 5100 years ago in the Bhagavad Gita, Lord Krishna did the same thing. He has been the first HR manager India knows. When Arjuna was so depressed and was not ready to do his job, Lord Krishna was with him in the battlefield, and told him all sorts of things. First, He warned Arjuna that people would blame him for sure. Then He incited Arjuna's ego and tried to wake him up. And then He offered His disciple different incentives, saying, "If you win, you will have the kingdom. If you lose, you will enjoy Heaven. Come on, fight." In many ways, Lord Krishna lifted Arjuna out of that depression. ~ Sri Sri Ravi Shankar, #NFDB
1102:you stick to it there's no knowing what it can lead to. If you suit, one of these days you may find yourself in a position like what mine is. Bear that in mind, young feller." "I'm very anxious to do my best, sir," said Philip. He knew that he must put in the sir whenever he could, but it sounded odd to him, and he was afraid of overdoing it. The manager liked talking. It gave him a happy consciousness of his own importance, and he did not give Philip his decision till he had used a great many words. "Well, I daresay you'll do," he said at last, in a pompous way. "Anyhow I don't mind giving you a trial." "Thank you very much, sir. ~ Anonymous, #NFDB
1103:foundational principles—don’t criticize, condemn, or complain; talk about others’ interests; if you’re wrong, admit it; let others save face. Such principles don’t make you a clever conversationalist or a resourceful raconteur. They remind you to consider others’ needs before you speak. They encourage you to address difficult subjects honestly and graciously. They prod you to become a kinder, humbler manager, spouse, colleague, salesperson, and parent. Ultimately, they challenge you to gain influence in others’ lives not through showmanship or manipulation but through a genuine habit of expressing greater respect, empathy, and grace. ~ Dale Carnegie, #NFDB
1104:would haggle for switches, resistors, capacitors, and sometimes the latest memory chips. His father used to do that for auto parts, and he succeeded because he knew the value of each better than the clerks. Jobs followed suit. He developed a knowledge of electronic parts that was honed by his love of negotiating and turning a profit. He would go to electronic flea markets, such as the San Jose swap meet, haggle for a used circuit board that contained some valuable chips or components, and then sell those to his manager at Haltek. Jobs was able to get his first car, with his father’s help, when he was fifteen. It was a two-tone Nash ~ Walter Isaacson, #NFDB
1105:Training is, quite simply, one of the highest-leverage activities a manager can perform. Consider for a moment the possibility of your putting on a series of four lectures for members of your department. Let’s count on three hours of preparation for each hour of course time—twelve hours of work in total. Say that you have ten students in your class. Next year they will work a total of about twenty thousand hours for your organization. If your training results in a 1 percent improvement in your subordinates’ performance, your company will gain the equivalent of two hundred hours of work as the result of the expenditure of your twelve hours. ~ Laszlo Bock, #NFDB
1106:While Adrian was interviewing in the back, I got a table and some coffee. Trey came to visit me after about fifteen minutes.
"Is that really your brother?" he demanded.
"Yes," I said, hoping I sounded convincing.
"When you said he was looking for a job, I pictured a male version of you. I figured he'd want to color code the cups or something."
"What's your point?" I asked.
Trey shook his head. "My point is that you'd better keep looking. I was just back there and overheard him talking with my manager. She was explaining the cleanup he would have to do each night. Then he said something about his hands and manual labor. ~ Richelle Mead,#NFDB
1107:I think maybe, when I was very young, I witnessed a chaste cheek kiss between the two when it was impossible to avoid. Christmas, birthdays. Dry lips. On their best married days, their communications were entirely transactional: 'We're out of milk again.' (I'll get some today.) 'I need this ironed properly.' (I'll do that today.) 'How hard is it to buy milk?' (Silence.) 'You forgot to call the plumber.' (Sigh.) 'Goddammit, put on your coat, right now, and go out and get some goddamn milk. Now.' These messages and orders brought to you by my father, a mid-level phonecompany manager who treated my mother at best like an incompetent employee. ~ Gillian Flynn, #NFDB
1108:Training is, quite simply, one of the highest-leverage activities a manager can perform. Consider for a moment the possibility of your putting on a series of four lectures for members of your department. Let’s count on three hours preparation for each hour of course time—twelve hours of work in total. Say that you have ten students in your class. Next year they will work a total of about twenty thousand hours for your organization. If your training efforts result in a 1 percent improvement in your subordinates’ performance, your company will gain the equivalent of two hundred hours of work as the result of the expenditure of your twelve hours. ~ Ben Horowitz, #NFDB
1109:During the Lucasfilm years, I definitely had my periods of feeling overwhelmed as a manager, periods when I wondered about my own abilities and asked myself if I should try to adopt a more forceful, alpha male management style. I’d put my version of hierarchy in place by delegating to other managers, but I was also part of a chain of command in the greater Lucasfilm empire. I remember going home at night, exhausted, feeling like I was balancing on the backs of a herd of horses—only some of the horses were thoroughbreds, some were completely wild, and some were ponies who were struggling to keep up. I found it hard enough to hold on, let alone steer. ~ Ed Catmull, #NFDB
1110:Hey, manager... Some kid must have left his glove here... It has his name on it... See? Right here... Willie Mays... He wrote his name on his glove, see? Poor kid... He's probably been looking all over for it... We should have a lost and found. I don't know any kid around here named Willie Mays, do you? How are we gonna get it back to him? He was pretty smart putting his name on his glove this way, though... It's funny, I just don't remember any kid by that name..."
"Look at your own glove."
"What?"
"Look at your own glove... There's a name on it..."
"Babe Ruth... Well, I'll be! How in the world do you suppose I got her glove?! ~ Charles M Schulz,#NFDB
1111:That tried and true aphorism:
Each day is precious. Each day is a gift. If we don't open the wrapping carefully, we might break it and have to return it to the store. And then they're going to ask for a receipt and throw a total shit fit if we've left it at home, and we'll have to call the manager over and give him a good talking-to, and of course eventually he'll relent and tell the clerk to give us full credit, but by then we'll be so upset that we've wasted an hour of our time that we'll end up with a migraine and having to spend the rest of the day in bed, completely defeating the whole idea that each day is supposed to be precious and so forth. ~ Eric Garcia,#NFDB
1112:I’m a bottom-up manager who subscribes to the concept of “servant leadership,” as articulated by the late Robert Greenleaf. He believed that organizations are at their most effective when leaders encourage collaboration, trust, foresight, listening, and empowerment. In any hierarchy, it’s clear that the ultimate boss (in my case, me) holds the most power. But a wonderful thing happens when you flip the traditional organizational chart upside down so that it looks like a V with the boss on the bottom. My job is to serve and support the next layer “above” me so that the people on that layer can then serve and support the next layer “above” them, and so on. ~ Danny Meyer, #NFDB
1113:Sure, I would have enjoyed buying that private fantasy island. Yes, I would have enjoyed legally changing my first name to Gilligan and starting my own perfect civilization on that uncharted desert isle—but Mom and Dad knew better. They had foresight to realize I would handle my money better once I was older. Mom became my manager when it was clear we couldn’t afford the costs related to acting unless she got a full-time job. Someone needed to take me to the studio daily and stay there, because it was required by law that every underage kid have a parent or legal guardian around all day. It seemed silly to pay someone else to do that, so she took the job. ~ Kirk Cameron, #NFDB
1114:It is hard for a writer to call an editor great, because it is natural for him to think of the editor as a writer manqué. It is like asking a thief to approve a fence, or a fighter to speak highly of a manager. “Fighters are sincere,” a fellow with the old pug’s syndrome said to me at a bar once as head wobbled and the hand that held his shot glass shook. “Managers are pimps, they sell our blood.” In the newspaper trade, confirmed reporters think confirmed editors are mediocrities who took the easy way out. These attitudes mark an excess of vanity coupled with a lack of imagination; it never occurs to a writer that anybody could have wanted to be anything else. ~ A J Liebling, #NFDB
1115:But when control is the goal, it can negatively affect other parts of your culture. I’ve known many managers who hate to be surprised in meetings, for example, by which I mean they make it clear that they want to be briefed about any unexpected news in advance and in private. In many workplaces, it is a sign of disrespect if someone surprises a manager with new information in front of other people. But what does this mean in practice? It means that there are pre-meetings before meetings, and the meetings begin to take on a pro forma tone. It means wasted time. It means that the employees who work with these people walk on eggshells. It means that fear runs rampant. ~ Ed Catmull, #NFDB
1116:government, and ceremonial activities. They must also prepare themselves for the bigger decisions, greater risks and uncertainties, and longer time spans that are inherent to this leadership level. They must always be cognizant of what Wall Street wants them to achieve in terms of the financial scorecard. Group managers can’t take a specialist mentality into a realm that mandates holistic thinking. They need to evolve their perspective to the point that they see issues in the broadest possible terms. We should also point out that some smaller companies don’t have a group manager passage. In these companies, CEOs usually undertake a group manager’s responsibilities. ~ Ram Charan, #NFDB
1117:She then gave me a chunk of advice. "You'll be a manager soon, Tommy. Everyone likes you and believes in you. But before that happens, take the time to analyze the managers you have now. Pay attention to the way they treat you and the rest of the staff. Are they too friendly? Not friendly enough? Are they enforcers? Company drones? Too lenient or never, ever lenient? Just keep your eye on them, watch how their attitudes either cause or eliminate problems, and then, when you get to be a manager, you can pick and choose the type of manager you want to be, the type of manager your employees will think you are. Start thinking about that now, and you'll be successful. ~ Jacob Tomsky, #NFDB
1118:A farmer, as one of his farmer correspondents once wrote to Liberty Hyde Bailey, is “a dispenser of the ‘Mysteries of God.’” The mothering instinct of animals, for example, is a mystery that husbandry must use and trust mostly without understanding. The husband, unlike the “manager” or the would-be objective scientist, belongs inherently to the complexity and the mystery that is to be husbanded, and so the husbanding mind is both careful and humble. Husbandry originates precautionary sayings like “Don’t put all your eggs into one basket” and “Don’t count your chickens before they hatch.” It does not boast of technological feats that will “feed the world.” Husbandry, ~ Wendell Berry, #NFDB
1119:Comfort blindfolds; difficulty brings realization.
Pain reveals; disappointments plant trigger of actions.
Fear controls; ignorance deceives.
Anger torments; silence keeps.
Misunderstanding divides; love joins.
Laughter starts; deception suspects.
Frowning cautions; sorrow remembers.
Purposefulness moves; idleness wastes.
When you live in comfort, ponder.
When you live in pain, take lessons.
When life goes up, plant your feet and appreciate the height.
When life goes down, envision the height and dare to get there with tenacity.
Life is how you take and manage things. Be a manager of things or things shall be your manager ~ Ernest Agyemang Yeboah,#NFDB
1120:No matter how much long-distance running might suit me, of course there are days when I feel kind of lethargic and don’t want to run. Actually, it happens a lot. On days like that, I try to think of all kinds of plausible excuses to slough it off. Once, I interviewed the Olympic running Toshihiko Seko, just after he retired from running and became manager of the S&B company team. I asked him, “Does a runner at your level ever feel like you’d rather not run today, like you don’t want to run and would rather just sleep in?” He stared at me and then, in a voice that made it abundantly clear how stupid he thought the question was, replied, “Of course. All the time! ~ Haruki Murakami, #NFDB
1121:A farmer, as one of his farmer correspondents once wrote to Liberty Hyde Bailey, is “a dispenser of the ‘Mysteries of God.’” The mothering instinct of animals, for example, is a mystery that husbandry must use and trust mostly without understanding. The husband, unlike the “manager” or the would-be objective scientist, belongs inherently to the complexity and the mystery that is to be husbanded, and so the husbanding mind is both careful and humble. Husbandry originates precautionary sayings like “Don’t put all your eggs into one basket” and ���Don’t count your chickens before they hatch.” It does not boast of technological feats that will “feed the world.” Husbandry, ~ Wendell Berry, #NFDB
1122:manager and factotum about the place, who bought a cow or sold one if occasion required, and saw that nobody stole anything, and who knew the boundaries of the farms, and all about the tenants, and looked after the pipes when frost came, and was an honest, domineering, hard-working, intelligent Scotchman, who had been brought up to love the Eustaces, and who hated his present mistress with all his heart. He did not leave her service, having an idea in his mind that it was now the great duty of his life to save Portray from her ravages. Lizzie fully returned the compliment of the hatred, and was determined to rid herself of Andy Gowran’s services as soon as possible ~ Anthony Trollope, #NFDB
1123:As for employees working at organizations who treat all people the same way, it will be up to you to push for the things you value: the balance of vacation time versus pay, a flexible schedule, the way your role within the company works. If you’re a manager, make a list of the cognitive strengths of your team. Some of your employees may be great at memorizing things. Others may be better at quantitative tasks. Some have good people skills. Some don’t. Assigning work projects based on an employee’s strengths may be critical to your group’s productivity. You may discover you had a Michael Jordan on your team but couldn’t see it because you were only asking him to play baseball. ~ John Medina, #NFDB
1124:The Commercial Traveler
AH very sweet! If news should come to you
Some afternoon while waiting for our eve,
That the great Manager had made me leave
To travel on some territory new;
And that, whatever homeward winds there blew,
I could not touch your hand again, nor heave
The logs upon our hearth and bid you weave
Some wistful tale before the flames that grew. . .
Then, when the sudden tears had ceased to blind
Your pansied eyes, I wonder if you could
Remember rightly, and forget aright?
Remember just your lad, uncouthly good,
Forgetting what he failed in spleen or spite?
Could you remember him as always kind?
~ Christopher Morley,#NFDB
1125:Chinese clients used to talk only about prices and vintages, not what was in the bottle. Now the important thing is not how much money you have but how you express it in wine knowledge.” Tim Weiland, former general manager of the exclusive Aman at Summer Palace in the emperor’s onetime retreat in Beijing, suggests that the image of China’s wealthy class as crass nouveau riche—mixing expensive Bordeaux with Coca-Cola, for example—is entirely out of date. “The nouveaux riches of ten years ago are now the old rich,” he says. “They have homes in Switzerland and Aspen, they’re incredibly sophisticated and well traveled—much more well traveled than I am—and they know their wines. ~ Andrew McCarthy, #NFDB
1126:The best thing I did as a manager at PayPal was to make every person in the company responsible for doing just one thing. Every employee’s one thing was unique, and everyone knew I would evaluate him only on that one thing. I had started doing this just to simplify the task of managing people. But then I noticed a deeper result: defining roles reduced conflict. Most fights inside a company happen when colleagues compete for the same responsibilities. Startups face an especially high risk of this since job roles are fluid at the early stages. Eliminating competition makes it easier for everyone to build the kinds of long-term relationships that transcend mere professionalism. More ~ Peter Thiel, #NFDB
1127:When I first became a manager, I had mixed feelings about training. Logically, training for high-tech companies made sense, but my personal experience with training programs at the companies where I had worked was underwhelming. The courses were taught by outside firms who didn’t really understand our business and were teaching things that weren’t relevant. Then I read chapter 16 of Andy Grove’s management classic, High Output Management, titled “Why Training Is the Boss’s Job,” and it changed my career. Grove wrote, “Most managers seem to feel that training employees is a job that should be left to others. I, on the other hand, strongly believe that the manager should do it himself. ~ Ben Horowitz, #NFDB
1128:I've always believed that culture is defined and created from the top down, but it comes to life from the bottom up. This meant that I had to build our culture by working with the leadership group (i.e., the owner, general manager, and executives), the coaching staff, and the football team. To strengthen the culture among the leadership group, it was important to reiterate to the owner, team president, and general manager the shared beliefs, values, and expectations that we had discussed in depth when I was interviewing for the head coaching position. It was important to have collaborative conversations on a regular basis to discuss the changes we were making and why we were making them. ~ Jon Gordon, #NFDB
1129:There were parties, readings and music. At the theatre Hadrian, inevitably, excelled himself. Unlike Nero, Hadrian never appeared as a buffoon on the stage, but day after day he simply played himself, an extraordinary actor-manager of his own life on the stage of the city. The crowds entered theatres to find the seats had been sprayed with a mist of balsam and saffron, a fragrance which rose with the warmth of the audience. If the special effects of the building were breathtaking, the matter presented on stage was maybe less so: Hadrian put on the archaic Greek plays that his circle had learned to adore, but there were also pantomime and war-dances for those of less refined taste. ~ Elizabeth Speller, #NFDB
1130:NEW YORK Climate change is likely to exact enormous costs on U.S. regional economies in the form of lost property, reduced industrial output and more deaths, according to a report backed by three men with vast business experience. The report, released Tuesday, is designed to persuade businesses to factor in the cost of climate change in their long-term decisions and to push for reductions in emissions blamed for heating the planet. It was commissioned by the Risky Business Project, which describes itself as nonpartisan and is chaired by former New York City Mayor Michael R. Bloomberg, former Treasury Secretary Henry M. Paulson Jr. and Thomas F. Steyer, a former Bay Area hedge fund manager. ~ Anonymous, #NFDB
1131:...my father, [was] a mid-level phonecompany manager who treated my mother at best like an incompetent employee. At worst? He never beat her, but his pure, inarticulate fury would fill the house for days, weeks, at a time, making the air humid, hard to breathe, my father stalking around with his lower jaw jutting out, giving him the look of a wounded, vengeful boxer, grinding his teeth so loud you could hear it across the room ... I'm sure he told himself: 'I never hit her'. I'm sure because of this technicality he never saw himself as an abuser. But he turned our family life into an endless road trip with bad directions and a rage-clenched driver, a vacation that never got a chance to be fun. ~ Gillian Flynn, #NFDB
1132:Why Some Men Do Not Get a Raise in Pay If you are working in a large organization and you are silently thinking of and resenting the fact you are underpaid, that you are not appreciated, and that you deserve more money and greater recognition, you are subconsciously severing your ties with that organization. You are setting a law in motion, and the superintendent or manager will say to you, “We have to let you go.” Actually, you dismissed yourself. The manager was simply the instrument through which your own negative mental state was confirmed. It was an example of the law of action and reaction. The action was your thought, and the reaction was the response of your subconscious mind. Obstacles ~ Joseph Murphy, #NFDB
1133:In successful transformations, the president, division general manager, or department head plus another five, fifteen, or fifty people with a commitment to improved performance pull together as a team. This group rarely includes all of the most senior people because some of them just won’t buy in, at least at first. But in the most successful cases, the coalition is always powerful—in terms of formal titles, information and expertise, reputations and relationships, and the capacity for leadership. Individuals alone, no matter how competent or charismatic, never have all the assets needed to overcome tradition and inertia except in very small organizations. Weak committees are usually even less effective. ~ John P Kotter, #NFDB
1134:Most satyrs excel at running away.
Gleeson Hedge, however, was not most satyrs. He grabbed a barrel brush from his cart, yelled, "DIE!" and charged the three-hundred-pound manager.
Even the automatons were too surprised to react, which probably saved Hedge's life. I grabbed the satyr's collar and dragged him backwards as the employees' first shots went wild, a barrage of bright orange discount stickers flying over our heads.
I pulled Hedge down the aisle as he launched a fierce kick, overturning his shopping trolley at our enemies' feet. Another discount sticker grazed my arm with the force of an angry Titaness's slap.
"Careful!" Macro yelled at his men. "I need Apollo in one piece, not half-off! ~ Rick Riordan,#NFDB
1135:Decisions become good or bad in hindsight. We would like to believe that a decision is rational. More often than not, decisions are rationalized. Often in business we take decisions based on how we interpret the situation, not being sure of whether the call we have taken will work or not. When it works, we are often taken by surprise. But the world at large demands an explanation. We are expected to prove that our decisions were strategic, not simply a fluke. To say that a certain victory was a fluke makes us nervous. Corporations reject this. Once the numbers come, the manager has to spend hours creating a story rationalizing his action so that everything looks as if it were part of a pre-conceived plan. ~ Devdutt Pattanaik, #NFDB
1136:Managers of programming projects aren’t always aware that certain programming
issues are matters of religion. If you’re a manager and you try to require compliance
with certain programming practices, you’re inviting your programmers’ ire. Here’s a
list of religious issues:
■ Programming language
■ Indentation style
■ Placing of braces
■ Choice of IDE
■ Commenting style
■ Efficiency vs. readability tradeoffs
■ Choice of methodology—for example, Scrum vs. Extreme Programming vs. evolutionary
delivery
■ Programming utilities
■ Naming conventions
■ Use of gotos
■ Use of global variables
■ Measurements, especially productivity measures such as lines of code per day ~ Steve McConnell,#NFDB
1137:Novels can bring their authors to the brink of madness. Novels can shelter their authors, too.
As a writer, I protected the characters in The God of Small Things, because they were vulnerable. Many of the characters in The Ministry of Utmost Happiness are, for the most part, even more vulnerable. But they protect me. Especially Anjum, who was born as Aftab, who ends up as the proprietor and Manager of the Jannat Guest House, located in a derelict Muslim graveyard just outside the walls of Old Delhi. Anjum softens the borders between men and women, between animals and humans and between life and death. I go to her when I need shelter from the tyranny of hard borders in this increasingly hardening world. ~ Arundhati Roy,#NFDB
1138:These people hadn’t just lost a job; they’d lost an identity. They’d spent countless hours demonstrating loyalty to the business, knowing, of course, that they were only as valuable as their last deal. But this is the trick that a job can sometimes play on us: we know we’re working at the pleasure of a manager, an owner, a corporation, but we’re human and can’t help but develop emotional attachments to the work we do. We begin to identify ourselves with our employers and believe that a business can return our loyalty. Sometimes businesses do. But when it comes down to it, a corporation’s first allegiance is to its own survival. Everyone benefits from the idea that we’re all in it together—until suddenly we’re not. ~ Wes Moore, #NFDB
1139:Measuring requires, first and foremost, analytical ability. But it also demands that measurement be used to make self-control possible rather than abused to control people from the outside and above—that is, to dominate them. It is the common violation of this principle that largely explains why measurement is the weakest area in the work of the manager today. As long as measurements are abused as a tool of control (for instance, as when measurements are used, as a weapon of an internal secret police that supplies audits and critical appraisals of a manager’s performance to the boss without even sending a carbon copy to the manager himself) measuring will remain the weakest area in the manager’s performance.2 ~ Peter F Drucker, #NFDB
1140:Today I am more convinced than ever. Conceptual integrity is central to product quality. Having a system architect is the most important single step toward conceptual integrity. These principles are by no means limited to software systems, but to the design of any complex construct, whether a computer, an airplane, a Strategic Defense Initiative, a Global Positioning System. After teaching a software engineering laboratory more than 20 times, I came to insist that student teams as small as four people choose a manager and a separate architect. Defining distinct roles in such small teams may be a little extreme, but I have observed it to work well and to contribute to design success even for small teams. ~ Frederick P Brooks Jr, #NFDB
1141:Well, it’s only to you I’m talking. I did him just as well as I knew how, making allowance for the slickness of oils. Then the art-manager of that abandoned paper said that his subscribers wouldn’t like it. It was brutal and coarse and violent,—man being naturally gentle when he’s fighting for his life. They wanted something more restful, with a little more colour. I could have said a good deal, but you might as well talk to a sheep as an art-manager. I took my “Last Shot” back. Behold the result! I put him into a lovely red coat without a speck on it. That is Art. I polished his boots,—observe the high light on the toe. That is Art. I cleaned his rifle,—rifles are always clean on service,—because that is Art. ~ Rudyard Kipling, #NFDB
1142:Persuasion Alert Self-deprecating humor is an acceptable way to brag. Mentioning a moment of boneheadedness at my former company beats the far more obnoxious “I was a high-level manager at a publishing company that had twenty-three million customers the year I left.” The term du jour for this device: humblebrag. So I’m a lousy prognosticator of bestsellers. In retrospect, however, I can explain why the title was not such a bad idea after all. “South Beach” conjures an image of people—you—in bathing attire. It says vacation, one of the chief reasons people go on a diet. The Rodale editors stimulated an emotion by making readers picture a desirable and highly personal goal: you, in a bathing suit, looking great. So ~ Jay Heinrichs, #NFDB
1143:Every day try to help uplift physically, mentally, or spiritually suffering people, as you would help yourself
or your family. If, instead of living in the misery-making selfish way, you live according to the laws of God, then, no matter what small part you may be playing on the stage of life, you will know that you have been playing your part correctly, as directed by the Stage Manager of all our destinies. Your part, however small, is just as important as the biggest parts in contributing to the success of the Drama of Souls on the Stage of Life. Make a little money and be satisfied with it by living a simple life and expressing your ideals, rather than make lots of money and have worries without end. ~ Paramahansa Yogananda,#NFDB
1144:My thirty-three-year-old body is well past school age, seriously overused. I still trust it like a cabbie trusts his old taxi. Not perfect all right, but will do the trick at least one more night, then one more night. My sunless flaccidity still looks good in dim light, good enough. Most men like pale skin, and are incapable of noticing its subtle defects once I’ve got them by the quivering dick. Occasionally, a jerk may make a few smart-ass comments too many. I’ll tell him to go fuck his own mother instead. If he freaks out, well, he’ll have to talk to Ah Bill or one of his buddies. The girls in this building are protected by the 14K triads. Ah Bill is our resident da dun security manager, invisible unless there’s trouble. ~ Jason Y Ng, #NFDB
1145:I believe benchmarking best practices can open people’s eyes as to what is possible, but it can also do more harm than good, leading to piecemeal copying and playing catch-up. As one seasoned Toyota manager commented after hosting over a hundred tours for visiting executives, “They always say ‘Oh yes, you have a Kan-Ban system, we do also. You have quality circles, we do also. Your people fill out standard work descriptions, ours do also.’ They all see the parts and have copied the parts. What they do not see is the way all the parts work together.” I do not believe great organizations have ever been built by trying to emulate another, any more than individual greatness is achieved by trying to copy another “great person. ~ Peter M Senge, #NFDB
1146:There’s only one hopeful chord in this cacophony, and it’s this girl I’m following. I know I could tell her to get a cab—I have a feeling she can more than afford it—but I like the idea of leaving with her and staying with her. She says good-bye to the club manager as we reach the door and are released onto the street. The sidewalk is full of smokers, talking or posing their way to ash. I get the nod from a couple of people I vaguely know. Ordinarily if I left with two hot girls, there’d also be some looks of admiration. Maybe it’s because of the clear anger between Norah and Caroline, or maybe it’s because they all think I’m gay—whatever the case, I get no more congratulations than a cabdriver does for picking up a fare. ~ David Levithan, #NFDB
1147:You don’t need to worry about defining the roles in a way that you will live with for the rest of your life—just consider the week and write down the areas you see yourself spending time in during the next seven days. Here are two examples of the way people might see their various roles. 1. Individual 1. Personal Development 2. Spouse/Parent 2. Spouse 3. Manager New Products 3. Parent 4. Manager Research 4. Real Estate Salesperson 5. Manager Staff Dev. 5. Community Service 6. Manager Administration 6. Symphony Board Member 7. Chairman United Way SELECTING GOALS. The next step is to think of one or two important results you feel you should accomplish in each role during the next seven days. These would be recorded as goals. ~ Stephen R Covey, #NFDB
1148:I used to play golf,” said Serge. “It’s a frightening game. Forget football or even NASCAR.” He whistled in awe. “Golf takes it to the brink.” “That bad?” “It’s the mental component. They try to hush it up, but the game can destroy the strongest men. Every year, dozens of ugly psychotic breaks. Frustration builds over a lifetime until a tee shot lands in the water of a sadistic island hole, and then a hedge-fund manager hurls all his clubs like tomahawks at the other guys in plaid knickers before stripping off all his clothes and making ‘snow angels’ in a sand trap, prompting a special unit from the pro shop to hustle him away through secret underground doors. Fortunately, I have the perfect emotional composition to excel at golf. ~ Tim Dorsey, #NFDB
1149:Wall Street makes its best producers into managers. The reward for being a good producer is to be made a manager. The best producers are cutthroat, competitive, and often neurotic and paranoid. You turn those people into managers, and they go after each other. They no longer have the outlet for their instincts that producing gave them. They usually aren’t well suited to be managers. Half of them get thrown out because they are bad. Another quarter get muscled out because of politics. The guys left behind are just the most ruthless of the bunch. That’s why there are cycles on Wall Street—why Salomon Brothers is getting crunched now—because the ruthless people are bad for the business but can only be washed out by proven failure. ~ Michael Lewis, #NFDB
1150:You are ones who haff been making all the noise?” A man stood by the stairs, half-silhouetted by the light pouring through the hallway window. He was short, bald, and round. “Yeah,” said Nate. “Sorry about that.” The man nodded once. “One of you is Mister Nathan Tucker?” “That’s me.” He nodded again. “I am Oskar Rommel.” His accent turned the S into a Z and emphasized the K. “I am the building manager.” “Nice to meet you.” “Nice to meet you,” he parroted. He stepped into better light and features appeared on his face. He had bushy eyebrows and a mustache like a comb. The hairy arms hanging out of his wifebeater were thick with slabs of muscle that had gone soft. Nate guessed the man was pushing sixty. “The elefator does not work. ~ Peter Clines, #NFDB
1151:It is best to be the CEO; it is satisfactory to be an early employee, maybe the fifth or sixth or perhaps the tenth. Alternately, one may become an engineer devising precious algorithms in the cloisters of Google and its like. Otherwise, one becomes a mere employee. A coder of websites at Facebook is no one in particular. A manager at Microsoft is no one. A person (think woman) working in customer relations is a particular type of no one, banished to the bottom, as always, for having spoken directly to a non-technical human being. All these and others are ways for strivers to fall by the wayside — as the startup culture sees it — while their betters race ahead of them. Those left behind may see themselves as ordinary, even failures. ~ Ellen Ullman, #NFDB
1152:I locate the ladies' room. Luckily, it's empty, no one to see the vacant-eyed girl, staring in the mirror. Staring at a stranger who doesn't care if she dies. Maybe she wants to die. Who would care if I died? My face is hollow-cheeked, spiced with sores--the places where I stab at bugs. Tiny bugs, almost invisible, but irritating. Usually they come out at night, when I'm lying there, begging for sleep. I've been meaning to tell the manager that the apartment needs to be sprayed. Sprayed. Steam cleaned. Deodorized. My hair looks odd too. It used to be darker. Shinier. Prettier. Can hair lose color when you're only eighteen? What if I go all the way gray? Will Trey still love me? Will anyone? That is, if I fool them all and don't die. ~ Ellen Hopkins, #NFDB
1153:Dick laughed. ‘Well, it’s only to you I’m talking. I did him just as well as I knew how, making allowance for the slickness of oils. Then the art-manager of that abandoned paper said that his subscribers wouldn’t like it. It was brutal and coarse and violent, — man being naturally gentle when he’s fighting for his life. They wanted something more restful, with a little more colour. I could have said a good deal, but you might as well talk to a sheep as an art-manager. I took my “Last Shot” back. Behold the result! I put him into a lovely red coat without a speck on it. That is Art. I polished his boots, — observe the high light on the toe. That is Art. I cleaned his rifle, — rifles are always clean on service, — because that is Art. ~ Rudyard Kipling, #NFDB
1154:What distinguishes love-driven leaders from tyrants? "Great affection" coupled with the passion to see others "run at full speed towards perfection." Love-driven leadership is not urging others forward without concern for their aspirations, well-being, or personal needs. Nor is it being the nice-guy manager who overlooks underperformance that could damage a subordinate's long-term prospects. Instead, love-driven leaders hunger to see latent potential blossom and to help it happen. In more prosaic terms, when do children, students, athletes, or employees achieve their full potential? When they're parented, taught, coached, or managed by those who engender trust, provide support and encouragement, uncover potential, and set high standards. ~ Chris Lowney, #NFDB
1155:Sample UFS Feedback Questionnaire My manager gives me actionable feedback that helps me improve my performance. My manager does not “micromanage” (i.e., get involved in details that should be handled at other levels). My manager shows consideration for me as a person. My manager keeps the team focused on our priority results/deliverables. My manager regularly shares relevant information from his/her manager and senior leadership. My manager has had a meaningful discussion with me about my career development in the past six months. My manager communicates clear goals for our team. My manager has the technical expertise (e.g., coding in Tech, accounting in Finance) required to effectively manage me. I would recommend my manager to other Googlers. ~ Laszlo Bock, #NFDB
1156:Everyone said I had a boyish look about me. The Thunderdome manager Axel mentioned the same thing when I arrived for my first fight. Why does a sweet boy like you want to get your ass kicked? I just smiled at his comment since I never had a talent for the kind of trash talking that made so many men scary. As a teenager, I practiced acting tough in front of the mirror. I always ended up laughing because even I didn’t believe the bullshit coming out of my mouth. Though tall and strong, I’d never be scary.
Every guy I’d fought over the years thought he could take me in less than a minute. Even now as Dragon, I never scared anyone. Their lack of fear was what made the first punch so perfect. The moment my opponents realized they were fucked. ~ Bijou Hunter,#NFDB
1157:In fact, the average programming manager would prefer that a project be estimated at twelve months and take twelve than that the same project be estimated at six months and take nine. This is an area where some psychological study could be rewarding, but there are indications from other situations that it is not the mean length of estimated time that annoys people but, rather, the standard deviation in the actual time taken. Thus, most people would prefer to wait a fixed ten minutes for the bus each morning than to wait one minute on four days and twenty-six minutes once a week-. Even though the average wait is six minutes in the second case, the derangement caused by one long and unexpected delay more than compensates for this disadvantage. If ~ Gerald M Weinberg, #NFDB
1158:The phenomenon I’m describing, rooted so firmly in that primal human drive for self-preservation, probably doesn’t sound surprising: We all know that people bring their best selves to interactions with their bosses and save their lesser moments for their peers, spouses, or therapists. And yet, so many managers aren’t aware of it when it’s happening (perhaps because they enjoy being deferred to). It simply doesn’t occur to them that after they get promoted to a leadership position, no one is going to come out and say, “Now that you are a manager, I can no longer be as candid with you.” Instead, many new leaders assume, wrongly, that their access to information is unchanged. But that is just one example of how hidden-ness affects a manager’s ability to lead. ~ Ed Catmull, #NFDB
1159:Like 90 percent of the television they watch, it comes from the south and is shown dubbed into Yiddish. It concerns the adventures of a pair of children with Jewish names who look like they might be part Indian and have no visible parents. They do have a crystalline magical dragon scale that they wish on in order to travel to a land of pastel dragons, each distinguished by its color and its particular brand of imbecility. Little by little, the children spend more and more time with their magical dragon scale until one day they travel off to the land of rainbow idiocy and never return; their bodies are found by the night manager of their cheap flop, each with a bullet in the back of the head. Maybe, Landsman thinks, something gets lost in the translation. ~ Michael Chabon, #NFDB
1160:The bushes were about ten meters away. As we crawled into them, we startled a couple of deer on the other side. They bolted, heading straight for the ATV.
There was a thud and a shout. The ATV motor died.
“Son-of-a-bitch!” A man’s voice rang through the forest.
A radio squawked. He answered it.
“Yeah, that was me. Just hit a deer. Remind me who had the bright idea to use these damn things? Some project manager sitting in his fancy L.A. office, I’ll bet. Never seen a forest, much less tried to search one. I could have hit one of the kids for all I would have noticed, whipping around like this. I can barely see through these woods. Can’t hear anything. But you can bet your ass those kids can hear us.”
“And a good thing, too,” Corey muttered. ~ Kelley Armstrong,#NFDB
1161:Does that mean that we should never hire or promote an inexperienced manager who had not already learned to do what needs to be done in this assignment? The answer: it depends. In a start-up company where there are no processes in place to get things done, then everything that is done must be done by individual people–resources. In this circumstance, it would be risky to draft someone with no experience to do the job–because in the absence of processes that can guide people, experienced people need to lead. But in established companies where much of the guidance to employees is provided by processes, and is less dependent upon managers with detailed, hands-on experience, then it makes sense to hire or promote someone who needs to learn from experience. ~ Clayton M Christensen, #NFDB
1162:It is June 27, 1912. You are lying in your bed in the Grand Hotel and it is 6 p.m. on the evening of June 27, 1912. Your mind accepts this absolutely. 6 p.m. on June 27, 1912. Elise McKenna is in this hotel at this very moment. Her manager, William Fawcett Robinson, is in this hotel at this very moment. Now, this moment, here. Both in the Grand Hotel on this evening of June 27, 1912. 6 p.m. on June 27, 1912. Elise McKenna, now, in this hotel. She and her company are in this hotel at this very moment. Now on June 27, 1912, 6 p.m. Your mind accepts this, absolutely. You have traveled back in time, soon you will open your eyes. You will walk into the corridor, and you will go downstairs and you will find Elise McKenna, who is in this hotel at this very moment. ~ Richard Matheson, #NFDB
1163:2007 Wall Street Journal profile also described how, at one of Schwarzman’s five houses, an “11,000-square-foot home in Palm Beach, Fla., he complained to Jean-Pierre Zeugin, his executive chef and estate manager, that an employee wasn’t wearing the proper black shoes with his uniform…[H]e found the squeak of the rubber soles distracting.” His own mother told the paper that money is “what drives him. Money is the measuring stick.” Schwarzman’s most serious self-inflicted wound, though, was the $3 million sixtieth birthday party he threw for himself in February 2007, at which he paid pop stars Rod Stewart and Patti LaBelle to serenade him. The media sensation stirred by the billionaire bacchanal led directly to congressional calls to close the carried-interest loophole. ~ Jane Mayer, #NFDB
1164:The elevator came to a jerking halt and the doors slid open. A young vault manager was waiting for us. She looked up and then froze in fear, dropping the papers she was holding. I don't remember much else about her, but I'll never forget her scream. It wasn't even particularly memorable. Like most, it started like a high-pitched yelp and ended in hysterical sobbing. The timing was what threw me off. During most robberies, it takes a few seconds before someone lets out a yelp. Sometimes there is even this strange pregnant silence through the whole thing because everyone's too shocked and scared to move. But not this time. As soon as the elevator doors opened up, the woman started screaming.
I grabbed her by the hair and threw her into one of the teller windows. ~ Roger Hobbs,#NFDB
1165:seem banal, but it was an incredibly powerful experience for many of the UAW employees. The TPS makes building quality into products the highest priority, so a problem must be fixed as soon as possible after it’s discovered, and the system must then be improved to try and prevent that from happening again. Workers and managers cooperate to make this possible. The moment a worker discovers a problem, he or she can summon the manager by pulling on a cord (the famous andon cord). The manager will then come and help to try and resolve the problem. If the problem cannot be resolved within the time available, the worker can stop the production line until the problem is fixed. The team will later experiment with, and implement, ideas to prevent the problem from occurring again. ~ Jez Humble, #NFDB
1166:stalemate. Fated to both love and resent each other.” “What did you do?” Obviously, she’d married the man. “I broke up with him.” She pops a cherry into her mouth and chews industriously. “And I was damned miserable.” “Did you go back to him?” “No.” She smiles. “He called every evening with one question. ‘Is it still worth it?’ I held out for months. Until finally, I could answer, no, being apart from him wasn’t worth it.” “Then you got together, lived happily ever after and all that jazz, right?” Mrs. Goldman shakes her head. “No. Everything I feared they would think, they did. I had to quit the firm and open my own. Set me back years because no one wanted to hire a woman as their financial manager.” A dark look comes into her eyes. “But I persisted. And I made it. ~ Kristen Callihan, #NFDB
1167:You will stumble on secrets. Hidden all over the restaurant: Mexican oregano, looking cauterized, as heady as pot. Large tins of Chef’s private anchovies from Catalonia hidden behind the bulk olive oil. Quarts of grassy sencha and tiny bullets of stone-ground matcha. Ziplock bags of masa. In certain lockers, bottles of sriracha. Bottles of well whiskey in the dry goods. Bars of chocolate slipped between books in the manager’s office.
And people too, with their secret crafts, their secret fluency in other languages. The sharing of secrets is a ceremony, marking kinship. You have no secrets yet, so you don’t know what you don’t know. But you can intuit it while holding yourself on the skin of the water, treading above deep pockets, faint voices underneath you. ~ Stephanie Danler,#NFDB
1168:All these rich people with their private-jet escape routes to New Zealand—maybe it’s the operational manager in me, but all I can think about are apocalypse logistics: What zombie pilot is going to fly all those planes, and which zombie air-traffic controller is going to help land them? And who is going to do all the ongoing work of cooking and cleaning and shopping? Is the New Zealand infrastructure prepared for this? And why would people in New Zealand allow planes full of potential plague-germ carriers onto their island, no matter how much money they have? Would money have value in the new postapocalyptic economy—or would toilet paper be worth even more? Do the pilot and crew who flew you to New Zealand get saved, or do they get barred at the security gate of the bunker? ~ Ellen Pao, #NFDB
1169:What exactly is it you'd like to know? [the book store manager asked]. He had an odd expression, like he was asking her a trick question. [Katherine] thought a minute. What DID she want to know? Why had she taken the trouble to come out in the cold to learn about a woman she'd never heard of until yesterday? She had that feeling she got when she was doing her art and suddenly discovered the missing piece that ties everything together: a tingling in the back of her neck, a crazy buzzed-rush of a feeling that spread through her whole body. She didn't understand the role that Sara Harrison Shea, the ring Gary had given her, or the book he had hidden would play, but she knew that this was important, and that she had to give herself over to it and see where it might lead. ~ Jennifer McMahon, #NFDB
1170:One Friday, after a particularly shattering day at the office, in which my code reviews had all come back red with snotty comments, and my manager, Peter, had gently inquired about the pace of my refactoring ("perhaps not sufficiently turbo-charged"), I arrived home in a swirl of angst, with petulance and self-recrimination locked in ritual combat to determine which would ruin my night. On the phone with Beoreg, I ordered my food with a rattling sigh, and when his brother arrived at my door, he carried something different: a more compact tub containing a fiery red broth and not one but two slabs of bread for dipping. "Secret spicy," he whispered. The soup was so hot it burned the frustration out of my, and I went to bed feeling like a fresh plate, scalded and scraped clean. ~ Robin Sloan, #NFDB
1171:In the parking lot of a Safeway on Oahu," he says. And he's telling the truth;
in the background she can hear the shopping carts performing their clashy, anal
copulations.
"I'm kind of busy now, Whitey -- but what can I do for you?"
"It's Y.T., " she says, "and you can help bust me out of The Clink." She gives
him the details.
"How long ago did he put you there?"
"Ten minutes."
"Okay, the three-ring binder for Clink franchises states that the manager is
supposed to check on the detainee half an hour after admission."
"How do you know this stuff?" she says accusingly.
"Use your imagination. As soon as the manager pulls his halfhour check, wait
for another five minutes, and then make your move. I'll try to give you a hand.
Okay?"
"Got it. ~ Neal Stephenson,#NFDB
1172:In March 1997, Jules and Dennis went to dinner at Ash and Ethan's house along with Duncan and Shyla, the portfolio manager and the literary advocate. The prick and the cunt, Jules had once called them. Jules and Dennis had never understood why Ash and Ethan liked this couple so much, but they'd all been thrown together so many times over the years, for casual evenings and more formal celebrations, that it was too late to ask. Duncan and Shyla must have felt equally puzzled at Ash and Ethan's fidelity to their old friends the social worker and the depressive. No one said a word against anyone; everyone went to the dinners to which they were invited. Both couples knew they satisfied a different part of Ash and Ethan, but when they all came together in one place, the group made no sense. ~ Meg Wolitzer, #NFDB
1173:A few years ago, for instance, the AARP asked some lawyers if they would offer less expensive services to needy retirees, at something like $30 an hour. The lawyers said no. Then the program manager from AARP had a brilliant idea: he asked the lawyers if they would offer free services to needy retirees. Overwhelmingly, the lawyers said yes. What was going on here? How could zero dollars be more attractive than $30? When money was mentioned, the lawyers used market norms and found the offer lacking, relative to their market salary. When no money was mentioned they used social norms and were willing to volunteer their time. Why didn’t they just accept the $30, thinking of themselves as volunteers who received $30? Because once market norms enter our considerations, the social norms depart. ~ Dan Ariely, #NFDB
1174:I’ve made a policy of trying to hire people who are smarter than I am. The obvious payoffs of exceptional people are that they innovate, excel, and generally make your company—and, by extension, you—look good. But there is another, less obvious, payoff that only occurred to me in retrospect. The act of hiring Alvy changed me as a manager: By ignoring my fear, I learned that the fear was groundless. Over the years, I have met people who took what seemed the safer path and were the lesser for it. By hiring Alvy, I had taken a risk, and that risk yielded the highest reward—a brilliant, committed teammate. I had wondered in graduate school how I could ever replicate the singular environment of the U of U. Now, suddenly, I saw the way. Always take a chance on better, even if it seems threatening. ~ Ed Catmull, #NFDB
1175:Values constitute your personal “bottom line.” They serve as guides to action. They inform the priorities you set and the decisions you make. They tell you when to say yes and when to say no. They also help you explain the choices you make and why you made them. If you believe, for instance, that diversity enriches innovation and service, then you should know what to do if people with differing views keep getting cut off when they offer fresh ideas. If you value collaboration over individualistic achievement, then you’ll know what to do when your best salesperson skips team meetings and refuses to share information with colleagues. If you value independence and initiative over conformity and obedience, you’ll be more likely to challenge something your manager says if you think it’s wrong. ~ James M Kouzes, #NFDB
1176:The realization of the fact that I didn’t need Clint to feel this happiness made me laugh. At first it came out in a soft giggle, followed by an honest deep belt of laughter. I would be okay. Simple as that, everything would be fine. Like the natural order of the elements, in their perfection and imperfections, like this sea in its ability to provide beauty and warmth and just as quickly create a natural disaster. Storms pass, winds die down, and rain stops falling eventually. I would be all right. Proud that I didn’t need to be the account manager at Donnely Kramer, proud that I didn’t need hair flowing down my back. All I needed was what I had, me. I was grateful for me. I had no right to depend on Clint to make me feel this way. Something so powerful weighing on one man’s shoulders. As ~ Trisha R Thomas, #NFDB
1177:Checklist: Fitting Product Managers into the Organization ✓ To be most effective as a product manager, focus on being a generalist who can accomplish work through other people and functional departments. ✓ Position yourself with the sales force so that you’re viewed as neither strictly sales support nor corporate dictator. ✓ Understand how your activities fit into the sales process. ✓ Be prepared to represent the voice of the customer in meetings with operations and R & D and to demonstrate at least a minimum understanding of operational techniques and standards. ✓ Don’t be afraid to question and critique the work of your internal or external advertising agency. ✓ Allocate a significant portion of the time you spend with customers gathering information on future product needs and applications. ~ Anonymous, #NFDB
1178:Actually ask him out, I can get Kevin to babysit and then we can all go on a double date, I’ve always wanted to do that! Ruby: Oh please, the innocence of the young and inexperienced. Ted and Greg will have absolutely nothing in common, they’re like chalk and cheese; a bank manager and a possible bank robber. They will hate each other, the atmosphere will be awkward, no one will talk, all you’ll hear is the munching of food in our mouths over the deafening silence like some kind of weird Chinese torture, we’ll all refuse dessert, skip the coffee, pick up the check, and leg it out the door and feel relieved and promise ourselves never to meet up again. Rosie: How does next Friday sound? Ruby: Friday’s fine.
Ahern, Cecelia (2005-02-01). Love, Rosie (pp. 83-84). Hachette Books. Kindle Edition. ~ Cecelia Ahern,#NFDB
1179:If close local control and supervision of operations is essential to success the small firm may have an edge. In some industries, particularly services like nightclubs and eating places, an intense amount of close, personal supervision seems to be required. Absentee management works less effectively in such businesses, as a general rule, than an owner-manager who maintains close control over a relatively small operation.1 Smaller firms are often more efficient where personal service is the key to the business. The quality of personal service and the customer’s perception that individualized, responsive service is being provided often seem to decline with the size of the firm once a threshold is reached. This factor seems to lead to fragmentation in such industries as beauty care and consulting. ~ Michael E Porter, #NFDB
1180:It's already happening. After falling for years, California's greenhouse gas emissions rose 1.7 percent in 2012, pushed up by the drought and the closure of the San Onofre nuclear plant in San Diego County. The state has not yet released emissions data for 2013. Experts say a sustained drought wouldn't prevent California from reaching its climate change goals. Instead, years of dry weather would force energy providers to find new strategies - ones that would likely cost more. In addition to being clean, hydropower tends to be cheap. "It makes things harder," said Victor Niemeyer, program manager for greenhouse gas reductions at the Electric Power Research Institute. "If there's less hydro, the power has to come from somewhere. You have to burn more gas, and that costs more money, all things considered. ~ Anonymous, #NFDB
1181:Think of the corporate manager who gets two hundred emails per day and spends his time responding pell-mell to an incoherent press of demands. The way we experience this, often, is as a crisis of self-ownership: our attention isn’t simply ours to direct where we will, and we complain about it bitterly. Yet this same person may find himself checking his email frequently once he gets home or while on vacation. It becomes effortful for him to be fully present while giving his children a bath or taking a meal with his spouse. Our changing technological environment generates a need for ever more stimulation. The content of the stimulation almost becomes irrelevant. Our distractibility seems to indicate that we are agnostic on the question of what is worth paying attention to—that is, what to value. ~ Matthew B Crawford, #NFDB
1182:it," John Hultquist, the senior manager of cyberespionage threat intelligence at iSight, told The New York Times. Similar to the value of personal data that could be obtained in the OPM breach, medical records also offer an attractive bounty to criminals looking to commit more targeted fraud or steal someone's identity. “When someone has your clinical information, your bank account information, and your Social Security number, they can commit fraud that lasts a long time,” Pam Dixon, executive director of the World Privacy Forum, told Monitor correspondent Jaikumar Vijayan in March after the Premera Blue Cross breach. “The kind of identity theft that is on the table here is qualitatively and quantitatively different than what is typically possible when you lose your credit card or Social Security number. ~ Anonymous, #NFDB
1183:So, you’re a pitcher,” I said inanely as we started up the stairs.
The team manager had sent Dad an information sheet with everything he needed to know about Jason--emergency numbers, health information, but nothing that was really important. I mean, it didn’t provide vital stats like eye color, hair color, or girlfriend status.
“Yeah. Didn’t play that much this year because I’m a freshman. I’m hoping that spending time on a collegiate team, playing through the summer, will improve my arm.”
I almost said something really corny, like I didn’t think his arm needed improving, based on the way the sleeves of his burnt-orange T-shirt were hugging his biceps. But I refrained, since we’d just met and he might not know I was joking. Besides, it wouldn’t have really been a joke because he was way buff. ~ Rachel Hawthorne,#NFDB
1184:...
“Ignatius, was you wearing that cap when you spoke to the insurance man?”
“Of course I was. That office was improperly heated. I don’t know how the employees of that company manage to stay alive exposing themselves to that chill day after day. And then there are those fluorescent tubes baking their brains out and blinding them. I did not like the office at all. I tried to explain the inadequacies of the place to the personnel manager, but he seemed rather uninterested. He was ultimately very hostile.” Ignatius let out a monstrous belch. “However, I told you that it would be like this. I am an anachronism. People realize this and resent it.”
“Lord, babe, you gotta look up.”
“Look up?” Ignatius repeated savagely. “Who has been sowing that unnatural garbage into your mind?”
... ~ John Kennedy Toole,#NFDB
1185:There had been a great deal riding on Toy Story, of course, and since making a film is an extremely complicated proposition, our production leaders had felt tremendous pressure to control the process—not just the budgets and schedules but the flow of information. If people went willy-nilly to anybody with their issues, they believed, the whole project could spiral out of control. So, to keep things on track, it was made clear to everyone from the get-go: If you have something to say, it needs to be communicated through your direct manager. If an animator wanted to talk to a modeler, for example, they were required to go through “proper channels.” The artists and technical people experienced this everything-goes-through-me mentality as irritating and obstructionist. I think of it as well-intentioned micromanaging. Because ~ Ed Catmull, #NFDB
1186:Even organizations outside the business world can use blitzscaling to their advantage. Upstart presidential campaigns and nonprofits serving the underprivileged have used the levers of blitzscaling to overturn conventional wisdom and achieve massive results. You’ll read all these stories, and many more, in the pages of this book. Whether you are a founder, a manager, a potential employee, or an investor, we believe that understanding blitzscaling will allow you to make better decisions in a world where speed is the critical competitive advantage. With the power of blitzscaling, the adopted son of a Syrian immigrant (Steve Jobs), the adopted son of a Cuban immigrant (Jeff Bezos), and a former English teacher and volunteer tour guide (Jack Ma) were all able to build businesses that changed—and are still changing—the world. ~ Reid Hoffman, #NFDB
1187:I had the luxury of knowing what I wanted to do. So I just sat on the bed and came up with a plan for myself:
"I have to go to the Edinburgh Fringe. But I don't have the confidence to do a production there because I've never gone before, and I don't even know how to get there or what to do once I get there. So I will just act as if I do have the confidence to go to the Edinburgh Fringe. I'll just borrow confidence from a future version of myself. Once I've been to the Edinburgh Fringe and performed a show there, then I will have the confidence to go to the Edinburgh Fringe. I will go to the bank manager of confidence (in some part of my brain) and I will borrow that confidence from the future, and then I can wear it like a cloak, and I will talk to everyone with this confidence."
It was out there as a concept, but it worked. ~ Eddie Izzard,#NFDB
1188:At HQ, meantime, the Dispatcher of Inspectors is cackling hatefully as he cuddles his Bradshaw's Railway Guide, for the train the inspectors will catch at Victoria has a restaurant car but it is too late for what British Rail jestingly calls "breakfast" and too early for a life-giving drink. Heh, heh! At Eastbourne, they [the bank inspectors] stamp into the bank's Market Street branch, flourishing many a dread credential and reciting an Ogden Nash-like poem which goes after this fashion:
Keys,
Please.
Then they glance swiftly around to observe which cashier has gone green about the gills, which teller is slipping his pocket-money back into the petty-cash box and feeding the racing pages of the Daily Mirror into the shredding machine, which assistant manager is sidling out in the general direction of Gatwick Airport. ~ Kyril Bonfiglioli,#NFDB
1189:Can I always be thinking of Jesus? Thank God, you need not always be thinking of Him. You may be the manager of a bank, and your whole attention may be required to carry out the business that you have to do. But thank God, while I have to think of my business, Jesus will think of me, and He will come in and will take charge of me. That little child, three months old, as it sleeps in its mother's arms, lies helplessly there; it hardly knows its mother, it does not think of her, but the mother thinks of the child. And this is the blessed mystery of love, that Jesus the God-man waits to come in to me in the greatness of His love; and as He gets possession of my heart, He embraces me in those divine arms and tells me, "My child, I the Faithful One, I the Mighty One will abide with thee, will watch over thee and keep thee all the days. ~ Andrew Murray, #NFDB
1190:The hotel which had had the bad luck to draw Aunt Agatha's custom was the Splendide, and by the time I got there there wasn't a member of the staff who didn't seem to be feeling it deeply. I sympathized with them. I've had experience of Aunt Agatha at hotels before. Of course, the real rough work was all over when I arrived, but I could tell by the way everyone grovelled before her that she had started by having her first room changed because it hadn't a southern exposure and her next because it had a creaking wardrobe and that she had said her say on the subject of the cooking, the waiting, the chambermaiding and everything else, with perfect freedom and candour. She had got the whole gang nicely under control by now. The manager, a whiskered cove who looked like a bandit, simply tied himself into knots whenever she looked at him. ~ P G Wodehouse, #NFDB
1191:Help!” screeched a feminine voice. “HELP ME!” Parker whipped around, automatically reaching for the weapon that he didn’t have at the small of his back because, oh yeah, he was in running gear with no place to hide a weapon. But there was no woman. Just a huge parrot perched on a printer at the front desk. “Help!” it squeaked in a shockingly authentic woman’s voice. “I’ve been turned into a parrot!” “Peanut, play dead,” Wyatt said. Peanut sighed and tucked her head into her feathers. “Good parrot.” Wyatt looked at Parker. “She’s a nut.” “Damn, shit, farts,” the bird muttered beneath her breath, making Parker grin. Wyatt sighed. “Peanut’s a mimic, and Jade, our office manager, has a bit of a potty mouth.” “Boner,” Peanut said, head still tucked into her feathers. “Peanut, dead parrots don’t talk.” Wyatt turned back to Parker. “Follow me. ~ Jill Shalvis, #NFDB
1192:A study of some nine hundred funds (either growth funds or growth and income funds) from 1988 to 1994 found that the returns posted by managers with degrees from universities whose entering students have high SAT scores—such as the Ivy League colleges—beat competitors from lower ranked schools by more than a full percentage point. Younger managers and M.B.A. holders also out-performed their older and non-M.B.A. rivals. The reason behind the superior performance was both simple and predictable. The researchers found that “high SAT” managers and those with M.B.A.s tended to invest in high-risk, high-return stocks! Sound familiar? You don’t need an M.B.A. and you don’t have to pay an active money manager large fees to generate superior returns. All you really need is a faith that markets work—that risks and returns are highly correlated.4 ~ Larry E Swedroe, #NFDB
1193:The news about Shiraha spread through the store like wildfire. Every time I saw the manager he started pestering me with: “How’s Shiraha? When are you going to bring him out drinking with us?” I’d always had a lot of respect for manager #8. He was a hard worker and I’d thought of him as the perfect colleague, but now I was sick to death of him only ever talking about Shiraha whenever we met. Until now, we’d always had meaningful worker-manager discussions: “It’s been hot lately, so the sales of chocolate desserts are down,” or “There’s a new block of flats down the road, so we’ve been getting more customers in the evening,” or “They’re really pushing the ad campaign for that new product coming out the week after next, so we should do well with it.” Now, however, it felt like he’d downgraded me from store worker to female of the human species. ~ Sayaka Murata, #NFDB
1194:The manager
thunks down a couple of steps, glares at her, glares at her for rather a long
time. The manager, clearly, is tempted. That momentary glimpse of flesh has
been ricocheting around in his brain for half an hour. He is wracking his mind
with vast cosmological dilemmas. Y.T., hopes that he does not try anything,
because the dentata's effects can be unpredictable.
"Make up your fucking mind," she says.
It works. This fresh burst of culture shock rattles the jeek out of his ethical
conundrum. He gives Y.T. a disapproving glower -- she, after all, forced him to
be attracted to her, forced him to get horny, made his head swim -- she didn't
have to get arrested, did she? -- and so on top of everything else he's angry
with her. As if he has a right to be.
This is the gender that invented the polio vaccine? ~ Neal Stephenson,#NFDB
1195:Qualcomm is putting these sensor clips on all forty-eight buildings in San Diego. Suddenly the building maintenance guys “got converted to data engineers, which is exciting for them,” added Tipirneni. They made sure the data was “distilled in a way that is easy for them to understand and be actionable. In the old days, when a facilities manager looked at a building, he would say: “If there is a leak someone will call me or I will see it.” They were reactive. Now, says Tipirneni, “We trained them to look at signals and data that will point them to a leak before it happens and causes destruction. They did not know what data to look at, so our challenge was [to] make sensor data easy for them to make sense of, so we don’t overwhelm them with too much data and just say ‘You figure it out.’ Our goal was, ‘We will give you information you can use. ~ Thomas L Friedman, #NFDB
1196:I have this theory," says Andy Stone, seated in his office at Prudential-Bache Securities. "Wall Street makes its best producers into
managers. The reward for being a good producer is to be made a
manager. The best producers are cutthroat, competitive, and often
neurotic and paranoid. You turn those people into managers, and they go
after each other. They no longer have the outlet for their instincts that
producing gave them. They usually aren't well suited to be managers.
Half of them get thrown out because they are bad. Another quarter get
muscled out because of politics. The guys left behind are just the most
ruthless of the bunch. That's why there are cycles on Wall Street—why
Salomon Brothers is getting crunched now—because the ruthless people
are bad for the business but can only be washed out by proven failure. ~ Michael Lewis,#NFDB
1197:Some parents have taught their small children, “Go to the manager,” but this poses the same problem of identification as with the policeman: That small name tag is several feet above the child’s eye-line. I don’t believe in teaching inflexible rules because it’s not possible to know they’ll apply in all situations. There is one, however, that reliably enhances safety: Teach children that if they are ever lost, Go to a Woman. Why? First, if your child selects a woman, it’s highly unlikely that the woman will be a sexual predator. Next, as Jan’s story illustrates, a woman approached by a lost child asking for help is likely to stop whatever she is doing, commit to that child, and not rest until the child is safe. A man approached by a small child might say, “Head over there to the manager’s desk,” whereas a woman will get involved and stay involved. ~ Gavin de Becker, #NFDB
1198:Decider Who makes decisions for your team? Perhaps it’s the CEO, or maybe it’s just the “CEO” of this particular project. If she can’t join for the whole time, make sure she makes a couple of appearances and delegates a Decider (or two) who can be in the room at all times. Examples: CEO, founder, product manager, head of design Finance expert Who can explain where the money comes from (and where it goes)? Examples: CEO, CFO, business development manager Marketing expert Who crafts your company’s messages? Examples: CMO, marketer, PR, community manager Customer expert Who regularly talks to your customers one-on-one? Examples: researcher, sales, customer support Tech/logistics expert Who best understands what your company can build and deliver? Examples: CTO, engineer Design expert Who designs the products your company makes? Examples: designer, product manager ~ Jake Knapp, #NFDB
1199:We could say that the health of a culture is equal to the collective ability of the people who work there to feel the impacts of their actions on others. Now if you’re an app developer and want to help me build a tool that tracks that, please give a call. What I’ve seen over and over again in my career as a business leader and leadership mentor is that this one thing—the inability of people to feel their impact on others—is the cause of cultural dysfunction. And the higher up you are on the org chart, the more problematic that weakness is in terms of what it does to the culture at large. Which is why, as a manager, the most important thing you can do—after recognizing your own impact on your team—is to help people see their impacts on each other, and to help them let go of the emotional story they’re telling themselves that’s keeping the pattern going. In ~ Jonathan Raymond, #NFDB
1200:Once the habit is ingrained and you become the starter, the center of the circle, you will find more and more things to notice, to instigate, and to initiate. Momentum builds and you get better at generating it. If you go to bed at night knowing that people are expecting you to initiate things all day the next day, you’ll wake up with a list. And as you create a culture of people who are always seeking to connect and improve and poke, the bar gets raised. What might be considered a board-level decision at one of your competitors’ companies gets done as a matter of course. What might be reserved for a manager’s intervention gets handled at the customer level, saving you time and money (and generating customer joy). This incredibly prosaic idea, the very simple act of initiating, is actually profoundly transformative. Forward motion is a defensible business asset. ~ Seth Godin, #NFDB
1201:Where a typical manager may set the deadline for the employee, Musk guides his engineers into taking ownership of their own delivery dates. “He doesn’t say, ‘You have to do this by Friday at two P.M.,’” Brogan said. “He says, ‘I need the impossible done by Friday at two P.M. Can you do it?’ Then, when you say yes, you are not working hard because he told you to. You’re working hard for yourself. It’s a distinction you can feel. You have signed up to do your own work.” And by recruiting hundreds of bright, self-motivated people, SpaceX has maximized the power of the individual. One person putting in a sixteen-hour day ends up being much more effective than two people working eight-hour days together. The individual doesn’t have to hold meetings, reach a consensus, or bring other people up to speed on a project. He just keeps working and working and working. The ~ Ashlee Vance, #NFDB
1202:She said that too.” His voice was low key and modest. The accent, which was not very pronounced, had the gentle burr of the Scottish professional classes. This was an accent that would score highly in those tests of reliability that newspapers liked to carry out—those surveys that tended to reveal that a mild Scottish accent in a bank manager or financial adviser inspired more public trust than any other voice. By the same token, although the surveys were never so tactless as to point it out, people were reluctant to take investment recommendations from a person with a very strong Irish accent. There was no objective reason for this, of course, even if Ireland had created a property bubble of gargantuan proportions in the days of easily borrowed money. These views were tied in with old perceptions, and were slow to change, even in the face of hard evidence. ~ Alexander McCall Smith, #NFDB
1203:I never worried about money. I grew up in a middle-class family, so I never thought I would starve. And I learned at Atari that I could be an okay engineer, so I knew I could always get by. I was voluntarily poor when I was in college and India, and I lived a pretty simple life even when I was working. So I went from fairly poor, which was wonderful, because I didn’t have to worry about money, to being incredibly rich, when I also didn’t have to worry about money.
I watched people at Apple who made a lot of money and felt they had to live differently. Some of them bought a Rolls-Royce and various houses, each with a house manager and then someone to manage the house managers. Their wives got plastic surgery and turned into these bizarre people. This was not how I wanted to live. It’s crazy. I made a promise to myself that I’m not going to let this money ruin my life. ~ Walter Isaacson,#NFDB
1204:As a former consultant, I can tell you that many tout engagement as a panacea. They measure engagement through a short questionnaire, typically including statements like: “I have a best friend at work,” “In the last seven days, I have received recognition or praise for doing good work,” or “My supervisor, or someone at work, seems to care about me as a person.” My chief HR officer friends tell me that engagement surveys fail to tell them how to improve. If your scores are low, do you raise them by somehow convincing more employees to be best friends? Or, if profits are low, is the best fix to start praising people more? We do measure some similar topics at Google (along with dozens more), but don’t merge them into a single all-encompassing construct like engagement. We see better results by instead understanding very specific areas like career development or manager quality. ~ Laszlo Bock, #NFDB
1205:Many of the Abbott disciplines trace back to 1968, when it hired a remarkable financial officer named Bernard H. Semler. Semler did not see his job as a traditional financial controller or accountant. Rather, he set out to invent mechanisms that would drive cultural change. He created a whole new framework of accounting that he called Responsibility Accounting, wherein every item of cost, income, and investment would be clearly identified with a single individual responsible for that item.4 The idea, radical for the 1960s, was to create a system wherein every Abbott manager in every type of job was responsible for his or her return on investment, with the same rigor that an investor holds an entrepreneur responsible. There would be no hiding behind traditional accounting allocations, no slopping funds about to cover up ineffective management, no opportunities for finger-pointing. ~ James C Collins, #NFDB
1206:With such theories, economists developed a very elaborate toolkit for analyzing markets, measuring the "variance" and "betas" of different securities and classifying investment portfolios by their probability of risk. According to the theory, a fund manager can build an "efficient" portfolio to target a specific return, with a desired level of risk. It is the financial equivalent of alchemy. Want to earn more without risking too much more? Use the modern finance toolkit to alter the mix of volatile and stable stocks, or to change the ratio of stocks, bonds, and cash. Want to reward employees more without paying more? Use the toolkit to devise an employee stock-option program, with a tunable probability that the option grants will be "in the money." Indeed, the Internet bubble, fueled in part by lavish executive stock options, may not have happened without Bachelier and his heirs. ~ Beno t B Mandelbrot, #NFDB
1207:The fragmentation of the neoliberal self begins when the agent is brought face to face with the realization that she is not just an employee or student, but also simultaneously a product to be sold, a walking advertisement, a manager of her résumé, a biographer of her rationales, and an entrepreneur of her possibilities. She has to somehow manage to be simultaneously subject, object, and spectator. She is perforce not learning about who she really is, but rather, provisionally buying the person she must soon become. She is all at once the business, the raw material, the product, the clientele, and the customer of her own life. She is a jumble of assets to be invested, nurtured, managed, and developed; but equally an offsetting inventory of liabilities to be pruned, outsourced, shorted, hedged against, and minimized. She is both headline star and enraptured audience of her own performance. ~ Philip Mirowski, #NFDB
1208:Liberated in Germany by the Americans, seven-year-old Valya Brekeleva and her family of slave labourers went home to Novgorod as non-persons. “Most of the people from our village who went to Latvia survived. But most of those who were sent to Germany had died. For those of us who remained, the suspicion was always there.” Most of her family were killed by one side or the other in the course of the war. Her mother died in 1947, worn out by the struggle to keep her daughters alive. She was thirty-six. Her father completed his sentence for “political crimes” and came home from the Urals in 1951, an old man. Even after Valya had completed university and applied for work at a Kazan shipbuilders in the 1960s, when the manager saw that her papers showed her to be an ex-Nazi prisoner he said grimly: “Before we consider anything else, we have got to establish whether you have done damage to the state. ~ Max Hastings, #NFDB
1209:Sri Ramakrishna has described the incident: "The Divine Mother revealed to me in the Kāli temple that it was She who had become everything. She showed me that everything was full of Consciousness. The image was Consciousness, the Altar was Consciousness, the water-vessels were Consciousness, the door-sill was Consciousness, the marble floor was Consciousness - all was Consciousness. I found everything inside the room soaked, as it were, in Bliss - the Bliss of God. I saw a wicked man in front of the Kāli temple; but in him also I saw the power of the Divine Mother vibrating. That was why I fed a cat with the food that was to be offered to the Divine Mother. I clearly perceived that all this was the Divine Mother - even the cat. The manager of the temple garden wrote to Mathur Bābu saying that I was feeding the cat with the offering intended for the Divine Mother. ~ Sri Ramakrishna, Gospel of Sri Ramakrishna, #NFDB
1210:Of the twelve, the most powerful questions (to employees, guaging their satisfaction with their employers) are those witha combination of the strongest links to the most business outcomes (to include profitability). Armed with this perspective, we now know that the following six ar ethe most powerful questions:
1) Do I know what is expected of me at work?
2) Do I have the materials and equipment I need to do my work right?
3) Do I have the opportunity to do what I do best every day?
4) In the last seven days, have I received recognition or praise for good work?
5) Does my supervisor, or someone at work, seem to care about me as a person?
6) Is there someone at work who encourages my development?
As a manager, if you want to know what you should do to build a strong and productive workplace, securing 5s to these six questions would be an excellent place to start. ~ Marcus Buckingham,#NFDB
1211:Ecco. Il sogno di Corey era svanito. Andato.
Stavolta sì che aveva fatto un casino con i controfiocchi. La delusione era viscerale, spietata e gli spezzava il cuore.
Doppia K emise un rauco gemito e si aggrappò ad Angel, che non lo spinse via, ma lo strinse dolcemente.
Almeno non stava piangendo.
Corey invece avrebbe tanto voluto versare qualche lacrima.
Non perché fosse arrivato a tanto così dalla finale, ma perché era soltanto colpa sua, se aveva mandato a puttane l’audizione. Se solo fosse rimasto sui Kasabian, o magari su un altro vecchio pezzo di Bon Jovi, ce l’avrebbe fatta.
Nonostante tutto, Corey non pianse. Lasciò che dolore e delusione gli scorressero dentro, poi guardò lo stage manager, per capire cosa fare. Se le telecamere lo avessero ripreso in quel momento, avrebbero visto un uomo che aveva appena preso una bella batosta, ma che era ancora caparbiamente determinato a non mollare. ~ R J Scott,#NFDB
1212:If we understand how a person’s body influences risk taking, we can learn how to better manage risk takers. We can also recognize that mistakes governments have made have contributed to excessive risk taking. Consider the most important risk manager of them all — the Federal Reserve. Over the past 20 years, the Fed has pioneered a new technique of influencing Wall Street. Where before the Fed shrouded its activities in secrecy, it now informs the street in as clear terms as possible of what it intends to do with short-term interest rates, and when. Janet L. Yellen, the chairwoman of the Fed, declared this new transparency, called forward guidance, a revolution; Ben S. Bernanke, her predecessor, claimed it reduced uncertainty and calmed the markets. But does it really calm the markets? Or has eliminating uncertainty in policy spread complacency among the financial community and actually helped inflate market bubbles? ~ Anonymous, #NFDB
1213:coat!” the manager repeated. “Then you won’t have to pay the tax.” “But I have to sign a form,” my father exclaimed. “I have to declare the things I’ve bought and am bringing into the country.” “Don’t declare it; just wear it,” the manager said once again. “Don’t worry about the tax.” My father was silent for a moment, and then he said, “Look, frankly I’m not as worried about having to pay the tax as I am about this new salesman you’re training. He’s watching you. He’s learning from you. What is he going to think when you sign his commission? What kind of trust is he going to have in you in managing his career?” Can you see why employees don’t trust their managers? Most of the time, it’s not the huge, visible withdrawals like major ethics violations that wipe out organizational trust. It’s the little things—a day at a time, a weak or dishonest act at a time—that gradually weaken and corrode credibility. Whoever ~ Stephen M R Covey, #NFDB
1214:professor of archaeology at The Pennsylvania State University, watched the new arrival beside his site manager, assistant professor Amanda Jeffers. Hunter was a slender but weathered forty-five-year-old with longish curling salt and pepper hair that danced in the wind off the Atlantic as if it had a life of its own. Amber-tinted aviator glasses hid his mahogany eyes. He wore heavy work boots, khaki shorts that revealed calves taut as knotted hawsers, a vented white safari shirt, and a multi-pocketed canvas vest more suited to fly-fishing than digging. It had belonged to his father, a digger of another sort: a Pennsylvania coal miner and avid fly-fisherman. Hunter would never admit to being superstitious, but he’d worn the vest on every successful expedition since his father had died of black lung disease a decade ago. Behind Hunter and Jeffers, as if it had grown out of the ground, lay the stone foundations of Carn Dewes, a prehistoric ~ Will North, #NFDB
1215:So here’s how all of this comes together. I think we need a career system that encourages people to oscillate between individual contributor roles and manager roles. Maybe we provide “manager sabbaticals” where a manager becomes an individual contributor on a team for six to nine months. Maybe when a manager goes on vacation, an individual contributor takes on their role for a period of time (or for the duration of an entire project). I don’t know exactly what this looks like yet, but I think it’s important for us to figure it out. Being an individual contributor makes you a better manager because you understand the day-to-day frustrations of your team better, and it ensures that you keep your technical skills up to date. Being a manager makes you a better designer because you understand the needs of leadership teams better, which allows you to communicate more effectively. One feeds the other, so we shouldn’t be forced to “pick a track. ~ Anonymous, #NFDB
1216:The village club manager went with his watchman to buy a bust of Comrade Stalin. They bought it. The bust was big and heavy. They ought to have carried it in a hand barrow, both of them together, but the manager's status did not allow him to. "All right, you'll manage it if you take it slowly." And he went off ahead. The old watchman couldn't work out how to do it for a long time. If he tried to carry it at his side, he couldn't get his arm around it. If he tried to carry it in front of him, his back hurt and he was thrown off balance backward. Finally he figured out how to do it. He took off his belt, made a noose for Comrade Stalin, put it around his neck, and in this way carried it over his shoulder through the village. Well, there was nothing here to argue about. It was an open-and-shut case. Article 58-8, terrorism, ten years. ~ Aleksandr Solzhenitsyn, #NFDB
1217:The people in a position to resolve the financial crisis were, of course, the very same people who had failed to foresee it: Treasury Secretary Henry Paulson, future Treasury Secretary Timothy Geithner, Fed Chairman Ben Bernanke, Goldman Sachs CEO Lloyd Blankfein, Morgan Stanley CEO John Mack, Citigroup CEO Vikram Pandit, and so on. A few Wall Street CEOs had been fired for their roles in the subprime mortgage catastrophe, but most remained in their jobs, and they, of all people, became important characters operating behind the closed doors, trying to figure out what to do next. With them were a handful of government officials—the same government officials who should have known a lot more about what Wall Street firms were doing, back when they were doing it. All shared a distinction: They had proven far less capable of grasping basic truths in the heart of the U.S. financial system than a one-eyed money manager with Asperger’s syndrome. ~ Michael Lewis, #NFDB
1218:and we were started, and I fainted. Metaphorically, that is, because at this point my mind stopped and I switched one hundred per cent on to automatic, as had happened before on opening nights: you do all the things you’ve practised, like soldiers attacking a machine-gun nest, you switch your mind off and something takes over and does it all for you, provided – PROVIDED – you don’t think. Or even think about thinking. So when I was cued for my first line, the something did it for me. I was then taken to stand on my next mark, and when it was time for me to speak, it did my line for me again. At which point I was taken and put in front of another camera, and told my headmaster monologue was coming up in ten seconds and ‘Just look into the lens,’ and I stared at the Cyclops-like eye of this weird pile of ironwork, and the first line popped into my head, and the floor manager waved to cue me, and whatever it was started doing my lines for me. ~ John Cleese, #NFDB
1219:Be the solution, not the problem
One way you’ll be invaluable is learn to be a problem solver. That’s what Joseph was. He was solution oriented. Don’t go to your boss and say, “Our department is falling apart. This manager is about to quit. Bob cursed out Jim, and Bill keeps leaving early. Nobody paid our taxes last month. What do you want me to do?”
That’s not the way to get promoted. If you present a problem, always present a solution as well. If you can’t present a solution, hold it until you can figure out something.
A child can come tell me the building is on fire. That’s easy. That doesn’t take any skill. But I want somebody to tell me not only is the building on fire, but also the fire department is on the way, all the people are safe, the insurance company has been notified, and temporary quarters have been arranged. If you want to be invaluable to your organization, present your bosses with solutions, not problems. ~ Joel Osteen,#NFDB
1220:They were childless—Dan Needham suggested that their sexual roles might be so “reversed” as to make childbearing difficult—and their attendance at Little League games was marked by a constant disapproval of the sport: that little girls were not allowed to play in the Little League was an example of sexual stereotyping that exercised the Dowlings’ humorlessness and fury. Should they have a daughter, they warned, she would play in the Little League. They were a couple with a theme—sadly, it was their only theme, and a small theme, and they overplayed it, but a young couple with such a burning mission was quite interesting to the generally slow, accepting types who were more typical in Gravesend. Mr. Chickering, our fat coach and manager, lived in dread of the day the Dowlings might produce a daughter. Mr. Chickering was of the old school—he believed that only boys should play baseball, and that girls should watch them play, or else play soft-ball. ~ John Irving, #NFDB
1221:There is tremendous stress these days on liking people, helping people, getting along with people, as qualifications for a manager. These alone are never enough. In every successful organization there is one boss who does not like people, who does not help them, and who does not get along with them. Cold, unpleasant, demanding, he often teaches and develops more men than anyone else. He commands more respect than the most likable man ever could. He demands exacting workmanship of himself as well as of his men. He sets high standards and expects that they will be lived up to. He considers only what is right and never who is right. And though often himself a man of brilliance, he never rates intellectual brilliance above integrity in others. The manager who lacks these qualities of character—no matter how likable, helpful, or amiable, no matter even how competent or brilliant—is a menace and should be adjudged “unfit to be a manager and a gentleman. ~ Peter F Drucker, #NFDB
1222:Social networking technology allows us to spend our time engaged in a hypercompetitive struggle for attention, for victories in the currency of “likes.” People are given more occasions to be self-promoters, to embrace the characteristics of celebrity, to manage their own image, to Snapchat out their selfies in ways that they hope will impress and please the world. This technology creates a culture in which people turn into little brand managers, using Facebook, Twitter, text messages, and Instagram to create a falsely upbeat, slightly overexuberant, external self that can be famous first in a small sphere and then, with luck, in a large one. The manager of this self measures success by the flow of responses it gets. The social media maven spends his or her time creating a self-caricature, a much happier and more photogenic version of real life. People subtly start comparing themselves to other people’s highlight reels, and of course they feel inferior. ~ David Brooks, #NFDB
1223:My present self is formed almost completely of the people around me. I am currently made up of 30 percent Mrs. Izumi, 30 percent Sugawara, 20 percent the manager, and the rest absorbed from past colleagues such as Sasaki, who left six months ago, and Okasaki, who was our supervisor until a year ago. My speech is especially infected by everyone around me and is currently a mix of that of Mrs. Izumi and Sugawara. I think the same goes for most people. When some of Sugawara’s band members came into the store recently they all dressed and spoke just like her. After Mrs. Izumi came, Sasaki started sounding just like her when she said, “Good job, see you tomorrow!” Once a woman who had gotten on well with Mrs. Izumi at her previous store came to help out, and she dressed so much like Mrs. Izumi I almost mistook the two. And I probably infect others with the way I speak too. Infecting each other like this is how we maintain ourselves as human is what I think. ~ Sayaka Murata, #NFDB
1224:An estate manager doesn't usually have to work alongside the tenants, does he?" she managed to ask.
"He does if he wants to talk to them. These men and their wives don't have time to set aside their labors for a leisurely cup of tea at midmorning. But they're willing to have a conversation while I help repair a broken fence or take part in brickmaking. It's easier for them to trust a man with a bit of sweat on his brow and calluses on his hands. Work is a kind of language- we understand each other better afterward."
Phoebe listened carefully, perceiving that not only did he respect the estate tenants, he sincerely liked them. He was so very different from what she'd expected. No matter what he had once been, the cruel and unhappy boy seemed to have made himself into someone capable of empathy and understanding. Not a brute. Not a bad man at all.
Henry, she thought ruefully, our enemy is turning out to be awfully difficult to hate. ~ Lisa Kleypas,#NFDB
1225:Linc half listened. He managed to start the miniature camera on his jacket button. He could just feel the infinitesimal buzz.
He took video only of the men. Linc would never remember them all, but he had to try and jog Kenzie’s memory.
The stalker could be any one of them. An ordinary guy. On the outside.
He wished he’d gotten footage of the men who’d left with Vic Kehoe, but it was too late now. Linc guessed that a lot of it was going to be blurred or partial anyway. The thing was tiny and he wasn’t a pro, unlike Gary Baum’s cameraman. He knew for sure he’d gotten several shots of shirt fronts bulging with middle-manager fat.
Someone, not Lee, finally walked him over to the X-ultra department. Melvin Brody put down a sloppy sandwich to greet him. He invited Linc into his office for a spiel that could have been prerecorded on the merits of the new fiber in the vests.
Linc didn’t like the guy. His shirt had mayonnaise on it, but that wasn’t the reason. ~ Janet Dailey,#NFDB
1226:As discussed in Chapter 2, data gathered from A/B tests by Ronny Kohavi, who directed Amazon’s Data Mining and Personalization group before joining Microsoft as General Manager of its Experimentation Platform, reveal that 60%–90% of ideas do not improve the metric they were intended to improve. Thus if we’re not running experiments to test the value of new ideas before completely developing them, the chances are that about 2/3 of the work we are doing is of either zero or negative value to our customers — and certainly of negative value to our organization, since this work costs us in three ways. In addition to the cost of developing the features, there is an opportunity cost associated with more valuable work we could have done instead, and the cost of the new complexity they add to our systems (which manifests itself as the cost of maintaining the code, a drag on the rate at which we can develop new functionality, and often, reduced operational stability and performance). ~ Jez Humble, #NFDB
1227:Few people put more thought into the tiny details than the team behind the ever-expanding Roscioli empire, one of the nerve centers of the cucina romana moderna, found just a few steps from the Campo de' Fiori. Sitting at a small table inside the Ristorante Salumeria Roscioli, a hybrid space that functions as a deli counter in the front and a full-service restaurant in the back, general manager Valerio Capriotti tells me with conviction that Italian food is flourishing- advancing in ways it hasn't in years, if ever, thanks in large part to the efforts of small producers who put their lives into raising rare breeds of pig, growing heirloom varietals of wheat, and milking pampered dairy cows and sheep to create the types of ingredients that drive restaurants like Roscioli forward. "Modern Italian cuisine isn't about technique," he tells me, "it's about ingredients. We know more now than we ever did about how things are made and what they do when we cook and eat them. ~ Matt Goulding, #NFDB
1228:Trump’s pick for secretary of state? Rex Tillerson, a figure known and trusted in Moscow, and recipient of the Order of Friendship. National security adviser? Michael Flynn, Putin’s dinner companion and a beneficiary of undeclared Russian fees. Campaign manager? Paul Manafort, longtime confidant to ex-Soviet oligarchs. Foreign policy adviser? Carter Page, an alleged Moscow asset who gave documents to Putin’s spies. Commerce secretary? Wilbur Ross, an entrepreneur with Russia-connected investments. Personal lawyer? Michael Cohen, who sent emails to Putin’s press secretary. Business partner? Felix Sater, son of a Russian American mafia boss. And other personalities, too. It was almost as if Putin had played a role in naming Trump’s cabinet. The U.S. president, of course, had done the choosing. But the constellation of individuals, and their immaculate alignment with Russian interests, formed a discernible pattern, like stars against a clear night sky. A pattern of collusion. ~ Luke Harding, #NFDB
1229:Thirty years after Apple went public, he reflected on what it was like to come into money suddenly:
I never worried about money. I grew up in a middle-class family, so I never thought I would starve. And I learned at Atari that I could be an okay engineer, so I always knew I could get by. I was voluntarily poor when I was in college and India, and I lived a pretty simple life even when I was working. So I went from fairly poor, which was wonderful, because I didn’t have to worry about money, to being incredibly rich, when I also didn’t have to worry about money.
I watched people at Apple who made a lot of money and felt they had to live differently. Some of them bought a Rolls-Royce and various houses, each with a house manager and then someone to manage the house managers. Their wives got plastic surgery and turned into these bizarre people. This was not how I wanted to live. It’s crazy. I made a promise to myself that I’m not going to let this money ruin my life. ~ Walter Isaacson,#NFDB
1230:graphics for the Mac intosh. CHRISANN BRENNAN. Jobs’s girlfriend at Homestead High, mother of his daughter Lisa. LISA BRENNAN-JOBS. Daughter of Jobs and Chrisann Brennan, born in 1978; became a writer in New York City. NOLAN BUSHNELL. Founder of Atari and entrepreneurial role model for Jobs. BILL CAMPBELL. Apple marketing chief during Jobs’s first stint at Apple and board member and confidant after Jobs’s return in 1997. EDWIN CATMULL. A cofounder of Pixar and later a Disney executive. KOBUN CHINO. A St Zen master in California who became Jobs’s spiritual teacher. LEE CLOW. Advertising wizard who created Apple’s “1984” ad and worked with Jobs for three decades. DEBORAH “DEBI” COLEMAN. Early Mac team manager who took over Apple manufacturing. TIM COOK. Steady, calm, chief operating officer hired by Jobs in 1998; replaced Jobs as Apple CEO in August 2011. EDDY CUE. Chief of Internet services at Apple, Jobs’s wingman in dealing with content companies. ANDREA “ANDY” CUNNINGHAM. ~ Walter Isaacson, #NFDB
1231:Alexis Tsipras, the Syriza leader, has in recent weeks abandoned his pledge to “tear up” the country’s bailout agreement with international creditors and is emphasising more moderate steps to address Greece’s debt load as well as his deep commitment to the euro. Krishna Guha, of Evercore ISI, warned that — at a minimum — investors now faced “a four-week period of elevated uncertainty in which eurozone risk assets will struggle to perform”. Yet Mr Guha added: “We believe that Tsipras will prove more pragmatic than past Syriza rhetoric suggests. He has opened back channels to Berlin, Paris and Frankfurt, and has every incentive to try to negotiate relatively cosmetic changes to Greece’s programme and ride the early-stage Greek recovery rather than derail it.” Nick Wall, a portfolio manager at Invesco, also noted Mr Tsipras’ recent attempt to tack to the political centre. “They are going to need private sector investors, particularly if they are going to start running deficits again. ~ Anonymous, #NFDB
1232:I never worried about money. I grew up in a middle-class family, so I never thought I would starve. And I learned at Atari that I could be an okay engineer, so I always knew I could get by. I was voluntarily poor when I was in college and India, and I lived a pretty simple life even when I was working. So I went from fairly poor, which was wonderful, because I didn’t have to worry about money, to being incredibly rich, when I also didn’t “have to worry about money.
I watched people at Apple who made a lot of money and felt they had to live differently. Some of them bought a Rolls-Royce and various houses, each with a house manager and then someone to manage the house managers. Their wives got plastic surgery and turned into these bizarre people. This was not how I wanted to live. It’s crazy. I made a promise to myself that I’m not going to let this money ruin my life.”
Excerpt From: Walter, Isaacson. “Steve Jobs.” Simon & Schuster, 2011-10-23T21:00:00+00:00. iBooks. ~ Walter Isaacson,#NFDB
1233:Girls mature faster than boys, cost more to raise, and statistics show that the old saw about girls not knowing about money and figures is a myth. Girls start to outspend boys before puberty—and they manage to maintain this lead until death or an ugly credit manager, whichever comes first.
Males are born with a closed fist. Girls are born with the left hand cramped in a position the size of an American Express card. Whenever a girl sees a sign reading, “Sale, Going Out of Business, Liquidation,” saliva begins to form in her mouth, the palms of her hands perspire and the pituitary gland says, “Go, Mama.” In the male, it is quite a different story. He has a gland that follows a muscle from the right arm down to the base of his billfold pocket. It's called “cheap.”
Girls can slam a door louder, beg longer, turn tears on and off like a faucet, and invented the term, “You don't trust me.” So much for “sugar and spice and everything nice” and “snips and snails and puppydog tails. ~ Erma Bombeck,#NFDB
1234:Auditoriums
To range in the war was corruption, an error, a snow.
A snow over Rome. Near the garage to sew and to
sing — a crystal, inherent, and a wink to the
chevalier.
To range in the Roman manner was to manage it raw.
The seagoer pressed by the woman in arson. The manager,
waiting, and in the distance, at least, was wrong.
He had played it too near and announced in answers.
A changing is shown.
A personal letter is addressed to the seagoer. Now the
rangers warn to swear. A reminder grows. The
manner of the answer is warmer.
The ram, the swarm and the wren, Ramon and Sergei, all
wane.
Is the seagoer Negro? Arms is the song when the women
are meaner. And the mason is worse. As the snow
nears, the green grocer is warned. The owner of
the organ remains behind. As in Rome, we wear
sweaters to visit the gorge.
But the woman rose to her wager. Now swear in the arms.
The groan means saner, the arrow warm.
~ Bernadette Mayer,#NFDB
1235:Peopleware. A major contribution during recent years has been DeMarco and Lister's 1987 book, Peopleware: Productive Projects and Teams. Its underlying thesis is that "The major problems of our work are not so much technological as sociological in nature." It abounds with gems such as, "The manager's function is not to make people work, it is to make it possible for people to work." It deals with such mundane topics as space, furniture, team meals together. DeMarco and Lister provide real data from their Coding War Games that show stunning correlation between performances of programmers from the same organization, and between workplace characteristics and both productivity and defect levels. The top performers' space is quieter, more private, better protected against interruption, and there is more of it. . . . Does it really matter to you . . . whether quiet, space, and privacy help your current people to do better work or [alternatively] help you to attract and keep better people?[19] ~ Frederick P Brooks Jr, #NFDB
1236:Now it takes a certain twist of mind to be able to write anything. And another twist to be able to write every day in a house that’s falling down around you with a mother who’s working her way through the wine cellar and a moist Bank Manager who’s expecting At the very least, Mrs Kittering-Swain, a gesture. My father had both twists. As Matty Nolan said about Father Foley, Poor Man, when he came back with the brown feet after thirty years in Africa, he was Far Gone. Virgil had that power of concentration that he passed on to me. He filled one Salmon Journal and started on the next. He went a bit Marcus Aurelius who (Book 746, Meditations, Penguin Classics, London) said men were born with various mania. Young Marcus’s was, he said, to make a plaything of imaginary events. Virgil Swain meet Marcus. Imaginary events, imaginary people, imaginary places, whatever you’re having yourself. Gold-medal Mania. I suppose it was just pole-vaulting really, only with a smaller pole. Point is, he was very Far Gone. ~ Niall Williams, #NFDB
1237:We set up our gear for the tune-up and Tony [Iommi] launched into the opening riff of ‘Black Sabbath’ – doh, doh, doooohnnnn – but before I’d got through the first line of lyrics the manager had run on to the stage, red in the face, and was shouting, ‘STOP, STOP, STOP! Are you f**king serious? This isn’t Top-Forty pop covers! Who are you people?’
‘Earth,’ said Tony, shrugging. ‘You booked us, remember?’
‘I didn’t book this. I thought you were going to play “Mellow Yellow” and “California Dream-in’”.’
‘Who – us?’ laughed Tony.
‘That’s what your manager told me!’
‘Jim Simpson told you that?’
‘Who the hell’s Jim Simpson?’
‘Ah,’ said Tony, finally working out what had happened. He turned to us and said, ‘Lads, I think we might not be the only band called Earth.’
He was right: there was another Earth on the C-list gig circuit. But they didn’t play satanic music. They played pop and Motown covers. ~ Ozzy Osbourne,#NFDB
1238:To administer the ongoing rapid cycling process, Gilfoy created a small office led by Seema Dhanoa, the “director for simplicity.” This manager led a three-person team that included a senior consultant, Christina Fai, whose job it was to be a key facilitator and coach others at Vancity to lead the methodology, and a consultant, Ali Anderson, to coordinate workshops, capture ideas, manage the details, and work on the implementation of the rapid cycles. Rather than staff the team with permanent employees who again would come to “own” simplicity, she rotated employees in and out of the team on temporary assignments to facilitate workshops. Team members were volunteers selected on the basis of their cross-organizational experience, ability to facilitate discussions, ability to learn new processes, and overall curiosity. As they left and went on to other assignments, they would take their simplification experiences with them, helping to build a simplification mindset, competency, and culture within the organization. ~ Lisa Bodell, #NFDB
1239:When people say, “She’s a good-looking woman,” they usually mean, “She used to be a good-looking woman.” But when I say that about Margaret, I mean it. She thinks—she knows—that she’s changed, and she has; though less to me than to anybody else. Naturally, I can’t speak for the restaurant manager. But I’d put it like this: she sees only what’s gone, I see only what’s stayed the same. Her hair is no longer halfway down her back or pulled up in a French pleat; nowadays it is cut close to her skull and the grey is allowed to show. Those peasanty frocks she used to wear have given way to cardigans and well-cut trousers. Some of the freckles I once loved are now closer to liver spots. But it’s still the eyes we look at, isn’t it? That’s where we found the other person, and find them still. The same eyes that were in the same head when we first met, slept together, married, honeymooned, joint-mortgaged, shopped, cooked and holidayed, loved one another and had a child together. And were the same when we separated. But ~ Julian Barnes, #NFDB
1240:Y'know — Babylon once had two million people in it, and all we know about 'em is the names of the kings and some copies of wheat contracts . . . and contracts for the sale of slaves. Yet every night all those families sat down to supper, and the father came home from his work, and the smoke went up the chimney,— same as here. And even in Greece and Rome, all we know about the real life of the people is what we can piece together out of the joking poems and the comedies they wrote for the theatre back then.
So I'm going to have a copy of this play put in the cornerstone and the people a thousand years from now'll know a few simple facts about us — more than the Treaty of Versailles and the Lind-bergh flight.
See what I mean?
So — people a thousand years from now — this is the way we were in the provinces north of New York at the beginning of the twentieth century. — This is the way we were: in our growing up and in our marrying and in our living and in our dying.
Said by the Stage Manager ~ Thornton Wilder,#NFDB
1241:This book is for anyone who wants to understand the techniques that allow a business to grow from zero to a multibillion-dollar market leader in a handful of years. These techniques should be of interest to entrepreneurs who want to build massive companies, venture capitalists who want to invest in them, employees who want to work for them, and governments and communities who wish to encourage the growth of these companies in their own regions. And even if you don’t want to build, invest in, or work for any of these companies, you’ll still need to navigate the world that they’re building. If you are a manager or a leader who is trying to rapidly scale a project or a business unit within a larger company, blitzscaling can help you too. And while we draw these lessons primarily from the world of high tech, many of the principles and frameworks the book lays out (especially regarding people management) are applicable to high-growth companies in most industries worldwide, from European fast-fashion retailers to Texan oil shale companies. ~ Reid Hoffman, #NFDB
1242:This is your opportunity! The Zed, shine your eyes! They call it a big-big name, evaluation consulting, but it is not difficult. You undervalue the properties and make sure it looks as if you are following due process. You acquire the property, sell off half to pay your purchase price, and you are in business! You’ll register your own company. Next thing, you’ll build a house in Lekki and buy some cars and ask our hometown to give you some titles and your friends to put congratulatory messages in the newspapers for you and before you know, any bank you walk into, they will want to package a loan immediately and give it to you, because they think you no longer need the money! And after you register your own company, you must find a white man. Find one of your white friends in England. Tell everybody he is your General Manager. You will see how doors will open for you because you have an oyinbo General Manager. Even Chief has some white men that he brings in for show when he needs them. That is how Nigeria works. I’m telling you. ~ Chimamanda Ngozi Adichie, #NFDB
1243:The secret killer of innovation is shame. You can’t measure it, but it is there. Every time someone holds back on a new idea, fails to give their manager much needed feedback, and is afraid to speak up in front of a client you can be sure shame played a part. That deep fear we all have of being wrong, of being belittled and of feeling less than, is what stops us taking the very risks required to move our companies forward. If you want a culture of creativity and innovation, where sensible risks are embraced on both a market and individual level, start by developing the ability of managers to cultivate an openness to vulnerability in their teams. And this, paradoxically perhaps, requires first that they are vulnerable themselves. This notion that the leader needs to be “in charge” and to “know all the answers” is both dated and destructive. Its impact on others is the sense that they know less, and that they are less than. A recipe for risk aversion if ever I have heard it. Shame becomes fear. Fear leads to risk aversion. Risk aversion kills innovation. ~ Bren Brown, #NFDB
1244:Emily: Oh, Mama, look at me one minute as though you really saw me. Mama, fourteen years have gone by. I'm dead. You're a grandmother, Mama! Wally's dead, too. His appendix burst on a camping trip to North Conway. We felt just terrible about it - don't you remember? But, just for a moment now we're all together. Mama, just for a moment we're happy. Let's really look at one another!...I can't. I can't go on.It goes so fast. We don't have time to look at one another. I didn't realize. So all that was going on and we never noticed. Take me back -- up the hill -- to my grave. But first: Wait! One more look. Good-bye , Good-bye world. Good-bye, Grover's Corners....Mama and Papa. Good-bye to clocks ticking....and Mama's sunflowers. And food and coffee. And new ironed dresses and hot baths....and sleeping and waking up. Oh, earth,you are too wonderful for anybody to realize you. Do any human beings ever realize life while they live it--every,every minute?
Stage Manager: No. (pause) The saints and poets, maybe they do some.
Emily: I'm ready to go back. ~ Thornton Wilder,#NFDB
1245:A hallmark of a healthy creative culture is that its people feel free to share ideas, opinions, and criticisms. Lack of candor, if unchecked, ultimately leads to dysfunctional environments. So how can a manager ensure that his or her working group, department, or company is embracing candor? I look for ways to institutionalize it by putting mechanisms in place that explicitly say it is valuable. In this chapter, we will look into the workings of one of Pixar’s key mechanisms: the Braintrust, which we rely upon to push us toward excellence and to root out mediocrity. The Braintrust, which meets every few months or so to assess each movie we’re making, is our primary delivery system for straight talk. Its premise is simple: Put smart, passionate people in a room together, charge them with identifying and solving problems, and encourage them to be candid with one another. People who would feel obligated to be honest somehow feel freer when asked for their candor; they have a choice about whether to give it, and thus, when they do give it, it tends to be genuine. ~ Ed Catmull, #NFDB
1246:Colby Lane and Pierce Hutton had the manager of Tate’s apartment building open his door for them. They knew that Tate had come back from Tennessee, and that he’d saved Cecily from Gabrini, but nobody had seen him for almost a week. His answering machine was left on permanently. He didn’t answer knocks at the door. It was such odd behavior that his colleague and his boss became actually concerned.
They were more concerned when they saw him passed out on the couch in a forest of beer cans and discarded pizza boxes. He hadn’t shaved or, apparently, bathed since his return.
“Good God,” Pierce said gruffly.
“That’s a familiar sight,” Colby murmured. “He’s turned into me.”
Pierce glared at him. “Don’t be insulting.” He moved to the sofa and shook Tate. “Wake up!” he snapped.
Tate didn’t open his eyes. He shifted, groaning. “She won’t come back,” he mumbled. “Won’t come. Hates me…”
He drifted off again. Pierce and Colby exchanged knowing glances. Without a word, they rolled up their sleeves and set to work, first on the apartment, and then on Tate. ~ Diana Palmer,#NFDB
1247:You know, Piggly Wiggly never could hang on to a night stock manager. Your math skills would be a plus, maybe even your Spanish, and you don't mind staying up late."
"Piggly Wiggly, wow. I hadn't thought about that. I'll swing by, pick up an application tomorrow. But if it doesn't pan out maybe ... Never mind, it's a crazy idea."
"No, tell me. I want to hear it."
"Well, just as a backup plan, I did hear that Sony has an opening. They're, um, they're looking for a rock star. The hours suck, but it's no worse than night stock manager at Pigs. I bet it pays better too."
Isabel stopped in her tracks, playfully slapping his arm. "Aidan, that's genius! That's what you should do! I've heard you sing, you can carry a decent tune." She looked him up and down. "With a little work, you can probably pull off the image."
He tugged on her arms until she was in his. "Only if you're sure. Only if it's what we want."
"Aidan, it's who you are. I've known it since the day we brought that first guitar here. I'd never want to take that away. ~ Laura Spinella,#NFDB
1248:The participants were twenty-six men engaged in a variety of professional occupations: sixteen engineers, one engineer-physicist, two mathematicians, two architects, one psychologist, one furniture designer, one commercial artist, one sales manager, and one personnel manager. At the time of the study, there were few women in senior scientific positions, and none was found who wished to participate. Nineteen of the subjects had no previous experience with psychedelics. They were selected on the basis of the following criteria: The participant’s occupation required problemsolving ability. The participant was psychologically stable, as determined by a psychiatric interview examination. The participant was motivated to discover, verify, and apply solutions within his current employment. Six groups of four and one group of three met in the evening several days before the session.a The sequence of events to be followed was explained in detail. In this initial meeting, we sought to allay any apprehension and establish rapport and trust among the participants and the staff. ~ James Fadiman, #NFDB
1249:One of my favorite stories is about a newly hired traveling salesman who sent his first sales report to the home office. It stunned the brass in the sales department because it was obvious that the new salesman was ignorant! This is what he wrote: “I seen this outfit which they ain’t never bot a dim’s worth of nothin from us and I sole them some goods. I’m now goin to Chicawgo.” Before the man could be given the heave-ho by the sales manager, along came this letter from Chicago: “I cum hear and sole them haff a millyon.” Fearful if he did, and afraid if he didn’t fire the ignorant salesman, the sales manager dumped the problem in the lap of the president. The following morning, the ivory-towered sales department members were amazed to see posted on the bulletin board above the two letters written by the ignorant salesman this memo from the president: “We ben spendin two much time trying to spel instead of trying to sel. Let’s watch those sails. I want everybody should read these letters from Gooch who is on the rode doin a grate job for us and you should go out and do like he done. ~ John C Maxwell, #NFDB
1250:Entrepreneurship is management. And yet, imagine a modern manager who is tasked with building a new product in the context of an established company. Imagine that she goes back to her company’s chief financial officer (CFO) a year later and says, “We have failed to meet the growth targets we predicted. In fact, we have almost no new customers and no new revenue. However, we have learned an incredible amount and are on the cusp of a breakthrough new line of business. All we need is another year.” Most of the time, this would be the last report this intrapreneur would give her employer. The reason is that in general management, a failure to deliver results is due to either a failure to plan adequately or a failure to execute properly. Both are significant lapses, yet new product development in our modern economy routinely requires exactly this kind of failure on the way to greatness. In the Lean Startup movement, we have come to realize that these internal innovators are actually entrepreneurs, too, and that entrepreneurial management can help them succeed; this is the subject of the next chapter. ~ Eric Ries, #NFDB
1251:The best thing I did as a manager at PayPal was to make every person in the company responsible for doing just one thing. Every employee’s one thing was unique, and everyone knew I would evaluate him only on that one thing. I had started doing this just to simplify the task of managing people. But then I noticed a deeper result: defining roles reduced conflict. Most fights inside a company happen when colleagues compete for the same responsibilities. Startups face an especially high risk of this since job roles are fluid at the early stages. Eliminating competition makes it easier for everyone to build the kinds of long-term relationships that transcend mere professionalism. More than that, internal peace is what enables a startup to survive at all. When a startup fails, we often imagine it succumbing to predatory rivals in a competitive ecosystem. But every company is also its own ecosystem, and factional strife makes it vulnerable to outside threats. Internal conflict is like an autoimmune disease: the technical cause of death may be pneumonia, but the real cause remains hidden from plain view. ~ Peter Thiel, #NFDB
1252:Not coincidentally, another who noted their extermination was Hitler, who had a first-hand witness of it among his closest associates in Munich. The former German consul in Erzerum, Max von Scheubner-Richter, reported to his superiors in detail on the ways they were wiped out. A virulent racist, who became manager of the early Nazi Kampfbund and the party’s key liaison with big business, aristocracy and the church, he fell to a shot while holding hands with Hitler in the Beerhall putsch of 1923. ‘Had the bullet which killed Scheubner-Richter been a foot to the right, history would have taken a different course,’ Ian Kershaw remarks. Hitler mourned him as ‘irreplaceable’. Invading Poland 16 years later, he would famously ask his commanders, referring to the Poles, but with obvious implications for the Jews: ‘Who now remembers the Armenians?’ The Third Reich did not need the Turkish precedent for its own genocides. But that Hitler was well aware of it, and cited its success to encourage German operations, is beyond question. Whoever has doubted the comparability of the two, it was not the Nazis themselves. ~ Perry Anderson, #NFDB
1253:A pre-mortem typically starts with the leader asking everyone in the team to imagine that the project has gone horribly wrong and to write down the reasons why on a piece of paper. He or she then asks everyone to read a single reason from the list, starting with the project manager, before going around the table again. Klein cites examples where issues have surfaced that would otherwise have remained buried. ‘In a session held at one Fortune 50-size company, an executive suggested that a billion-dollar environmental sustainability project had “failed” because interest waned when the CEO retired,’ he writes. ‘Another pinned the failure on a dilution of the business case after a government agency revised its policies.’15 The purpose of the pre-mortem is not to kill off plans, but to strengthen them. It is also very easy to conduct. ‘My guess is that, in general, doing a pre-mortem on a plan that is about to be adopted won’t cause it to be abandoned,’ Kahneman has said. ‘But it will probably be tweaked in ways that everybody will recognize as beneficial. So the pre-mortem is a low-cost, high-pay-off kind of thing. ~ Matthew Syed, #NFDB
1254:Thirty-nine-year-old moderately successful Human Resources Director. Interests include regency romances, reality TV, and baking large novelty birthday cakes for other people’s children. Hobbies include drinking Tia Maria and eating Turkish delight in the bath and dining out with her mum and dad. Wanted to be a ballerina but didn’t end up with a ballerina body; however, has been told she is an impressive dirty dancer when drunk. Knows her wine, so please just hand the wine list over. Godmother to nine children, member of two book clubs, Social Club Manager for the Australian Payroll Officers’ Association. Suffers from a severe blushing problem but is not shy and will probably end up better friends with your friends than you, which you’ll find highly irritating after we break up. Has recently become so worried about meeting the love of her life and having children before she reaches menopause that she has cried piteously in the middle of the night. But otherwise is generally quite cheerful and has on at least three separate occasions that she knows of been described as ‘Charming’. Yep, that about summed it up. What a catch. ~ Liane Moriarty, #NFDB
1255:Whom could I fear in the universe where my Mother is matriarch? I live with perfect ease upon her estate, indivisible awareness and bliss. I am her direct tenant, free from formaility and hierarchy. There is no payment of rent for this sanctuary, this garden of nonduality, its value beyond assessment by the mind. Nor can my sacred abode be sold at auction, for there are no owners and nothing to own. The manager of Mother's holdings, Lord Shiva, transcends every limited conception and transaction. There is no disharmony or injustice here, for there is no division, no separation. Mother does not impose the heavy tax of religious obligation. My only responsibility of stewardship is constant inward remembrance, eternally breathing Kali, Kali, Kali. This mad poet lover, born directly from Divine Mother, cherishes one consuming desire: to purchase her diamond paradise of delight with the boundless treasure of pure love and give it away freely to all beings. [1898.jpg] -- from Mother of the Universe: Visions of the Goddess and Tantric Hymns of Enlightenment, Translated by Lex Hixon
~ Ramprasad, Its value beyond assessment by the mind
,#NFDB
1256:You used Neverleak,” Shelley said, eyeing my craftsmanship with a skeptical frown. “The sale’s on Stay-Tite.” Shelley was the store manager, and her slumped shoulders and dour expression were as much a part of her uniform as the blue polo shirts we all had to wear. “I thought you said Neverleak,” I said, because she had. “Stay-Tite,” she insisted, shaking her head regretfully, as if my tower were a crippled racehorse and she the bearer of the pearl-handled pistol. There was a brief but awkward silence in which she continued to shake her head and shift her eyes from me to the tower and back to me again. I stared blankly at her, as if completely failing to grasp what she was passive-aggressively implying. “Ohhhhhh,” I said finally. “You mean you want me to do it over?” “It’s just that you used Neverleak,” she repeated. “No problem. I’ll get started right away.” With the toe of my regulation black sneaker I nudged a single box from the tower’s foundation. In an instant the whole magnificent structure was cascading down around us, sending a tidal wave of diapers crashing across the floor, boxes caroming off the legs of startled customers ~ Ransom Riggs, #NFDB
1257:Bill Campbell developed an excellent methodology for measuring executives in a balanced way that will help you achieve this. He breaks performance down into four distinct areas: 1. Results against objectives Once you’ve set a high standard, it will be straightforward to measure your executive against that standard. 2. Management Even if an executive does a superb job achieving her goals, that doesn’t mean she is building a strong and loyal team. It’s important to understand how well she is managing, even if she is hitting her goals. 3. Innovation It’s quite possible for an executive to hit her goal for the quarter by ignoring the future. For example, a great way for an engineering manager to hit her goals for features and dates is by building a horrible architecture, which won’t even support the next release. This is why you must look beyond the black-box results and into the sausage factory to see how things get made. 4. Working with peers This may not be intuitive at first, but executives must be effective at communicating, supporting, and getting what they need from the other people on your staff. Evaluate them along this dimension. ~ Ben Horowitz, #NFDB
1258:LEADERSHIP ABILITIES Some competencies are relevant (though not sufficient) when evaluating senior manager candidates. While each job and organization is different, the best leaders have, in some measure, eight abilities. 1 STRATEGIC ORIENTATION The capacity to engage in broad, complex analytical and conceptual thinking 2 MARKET INSIGHT A strong understanding of the market and how it affects the business 3 RESULTS ORIENTATION A commitment to demonstrably improving key business metrics 4 CUSTOMER IMPACT A passion for serving the customer 5 COLLABORATION AND INFLUENCE An ability to work effectively with peers or partners, including those not in the line of command 6 ORGANIZATIONAL DEVELOPMENT A drive to improve the company by attracting and developing top talent 7 TEAM LEADERSHIP Success in focusing, aligning, and building effective groups 8 CHANGE LEADERSHIP The capacity to transform and align an organization around a new goal You should assess these abilities through interviews and reference checks, in the same way you would evaluate potential, aiming to confirm that the candidate has displayed them in the past, under similar circumstances. ~ Anonymous, #NFDB
1259:But wait!” you say. “If I don’t do what my manager says, I’ll be fired.” Probably not. Most managers want the truth, even when they don’t act like it. Most managers want good code, even when they are obsessing about the schedule. They may defend the schedule and requirements with passion; but that’s their job. It’s your job to defend the code with equal passion. To drive this point home, what if you were a doctor and had a patient who demanded that you stop all the silly hand-washing in preparation for surgery because it was taking too much time?2 Clearly the patient is the boss; and yet the doctor should absolutely refuse to comply. Why? Because the doctor knows more than the patient about the risks of disease and infection. It would be unprofessional (never mind criminal) for the doctor to comply with the patient. 2. When hand-washing was first recommended to physicians by Ignaz Semmelweis in 1847, it was rejected on the basis that doctors were too busy and wouldn’t have time to wash their hands between patient visits. So too it is unprofessional for programmers to bend to the will of managers who don’t understand the risks of making messes. ~ Anonymous, #NFDB
1260:FAR SIDE: We know you’re on Twitter. (Leaning in conspiratorially) And if you’re willing to tweet about loving Sunshine Cupcakes, this cupcake (gesturing to the one I was buying) is free. I did not know it was possible to be triple offended. First of all, Manager Woman, if you notice that a thirty-two-year-old woman is coming to your cupcake bakery every day for a week, keep that information to yourself. I don’t need to be reminded of how poor my food choices are on a regular basis. Second, how cheap and/or poor do you think I am? A cupcake costs two bucks! You think I’m miserly enough to think, like, Oh goody, I can save those two bucks for some other tiny purchase later today! And third, even if I were to buy into this weird bribey situation where I endorse your product, you think the cost of it would be one measly cupcake? The implications of this offer were far worse than anything she meant to propose, obviously, but I hate her forever nonetheless. This is why I never eat cupcakes anymore. The connotations are too disturbing. Lucky for me, the mighty doughnut is making a comeback. No one better ruin doughnuts for me, or I will be so pissed. ~ Mindy Kaling, #NFDB
1261:He stopped, puffing slightly. He studied the shop window for a few seconds, as if he was thinking. Then he faced me. ‘You’re right. Okay? You’re right.’
I stared at him.
‘The Shamrock and Clover. It’s a horrible place. And I know I’ve not been the greatest to work for. But all I can tell you is that, for every miserable directive I give you, my nuts are being squeezed ten times harder by Head Office. My wife hates me because I’m never home. The suppliers hate me because I have to cut their margins every single week because of pressure from shareholders. My regional manager says I’m underperforming on units shifted and if I don’t pull it out of the bag I’m going to get sent to the North Wales Passenger Ferry branch. At which point my wife will actually leave me. And I won’t blame her.
‘I hate managing people. I have the social skills of a lamppost, which is why I can’t hang on to anyone. Vera only stays because she has the skin of a rhino and I suspect she’s secretly after my job. So there – I’m sorry. I’d actually quite like to give you your job back because, whatever I said earlier, you were pretty good. Customers liked you. ~ Jojo Moyes,#NFDB
1262:I want you to go out and buy yourself a lighter or a good box of matches. If they are matches, it is nice for them to be strike-anywhere matches. Those are the best kind. The lighter does not have to be a very nice one. In fact, it should be fairly nondescript, if possible. You will keep it in your pocket as a sort of token. Stick your hand in there now and then as you go around and remember: all the buildings that exist, all the grand structures of wealth and power, they remain standing because you permit them to remain. With this little lick of flame in your pocket, with this little gift of Prometheus, you can reduce everyone to a sort of grim equality. All those who ride on the high horse may be made to walk. Therefore, when you are at the bank and the bank manager speaks roughly to you, when you are denied entrance to a restaurant or other place of business, when you are made to work longer than you should need to, when you are driven out of your own little dwelling and made to live in the street, reach into your pocket, caress your own little vehicle of flame, and feel the comfort there. We shall set fires—and when we set them, we shall know why. ~ Jesse Ball, #NFDB
1263:4. Give recognition and show appreciation. “The deepest principle of human nature is the craving to be appreciated,” wrote William James, the father of American psychology. It is impossible to be motivated and do great work if you don’t feel that somebody cares and appreciates what you do. Studies have shown that for people to be happy and productive at work, they need to experience positive interactions (appreciation, praise) vs. negative (reprimands, criticism) with their manager in a ratio of at least 3:1. (Watch out: For a marriage to work, you actually need a 5:1 ratio!!) So make it a simple habit to thank people each and every day — and that includes using the word generously in emails to your team. The way people want to receive recognition varies greatly: public vs. private, material vs. immaterial, from peers vs. from superiors, etc. Great managers test different approaches and observe reactions until they find the triggers that work best with each of their people. At MOM’s Organic Market, managers will sometimes publicly recognize employees who have performed well, but CEO Scott Nash has often found that one-on-one comments are most effective. ~ Verne Harnish, #NFDB
1264:The prints shop manager, a balding man of about thirty years old, dressed in a plaid work shirt and faded jeans, looked very shocked when he saw the headline text. “Sydney Tar Ponds, Is It As Dangerous As People Say? Well,” he exclaimed, glancing at the front photo, which featured the Sydney Steel Corporation, along with its plumes of orange smog. “You know, most people your age are really against that mill, as if it’s a disease. We have university students protesting every few weeks or so… strangely enough, the ones who have parents who rely on that steel mill to pay the bills.”
“What about the pollution?” Wendy questioned, almost accusingly, as if it was his fault. “What if dangerous chemicals are in the environment?”
“Hey kid, I don’t even work at the mill, never have, but my father, my uncle, their father, cousins, all worked there,” the prints shop man argued, placing the newspapers in a cardboard box and taping it shut. “When it comes down to all that ‘go green’ crap, you have to ask yourself, is it worth risking a person’s income, their job, their family… their life? I’m not saying you’re wrong, but these newspapers might have a point. ~ Rebecca McNutt,#NFDB
1265:You’re unhappy and you feel like a failure. PERFECT! Use that sad/angry/disappointed energy. Channel it into what you know, deep down in your heart, you love.
Spend the next six months in a state of total obsession. Get up two hours earlier than usual and write before you go to work. Come home and exercise (not optional, sorry), then write for another hour. Read or watch the kind of comedy you love before bed. Don’t waste all your time socializing. Do a little socializing on weekends, but focus. Focus! Save your money. Research part-time work you could do for your company; use your slackness as a way to sell a new position where your boss would get your best from you every hour that you’re there. Pitch it as a win-win. Or pitch working from home half the time to cure your blahs and jack up your productivity. Then overproduce at work, but fit all of your work into a part-time schedule, and fill your prime working hours with writing/comedy. Almost any capable human with a not-that-taxing job can pull this off if they put their mind to it. If you’re a manager, investigate other roles or sell your boss on the fact that you’re managing via e-mail most of the time anyway. ~ Heather Havrilesky,#NFDB
1266:Chang came in five minutes later, in the same jeans but a fresh T-shirt, her hair still inky with water from the shower. Her own jacket was pulled down on one side, by her own Smith. Like any ex-cop she looked around, the full 360, seven or eight separate snapshots, and then she moved through the room with plenty of energy, powered by what looked like enthusiasm, or maybe some kind of shared euphoria at their mutual survival through the night. She slid in alongside him. He said, “Did you sleep?” She said, “I must have. I didn’t think I was going to.” “You didn’t go meet the train.” “He’s a prisoner, according to you. And that’s the best-case scenario.” “I’m only guessing.” “It’s a reasonable assumption.” “Did you see the woman in 203?” “I thought she was hard to explain. Dressed in black, she could have been an investor or a fund manager or something else deserving of the junior executive routine. Her face and hair were right. And she has a key to the company gym. That’s for sure. But dressed in white? She looked like she was going to a garden party in Monte Carlo. At seven o’clock in the morning. Who does that?” “Is it a fashion thing? Someone’s idea of summer clothes?” “I sincerely hope not. ~ Lee Child, #NFDB
1267:On Editors:
"... The chief qualification of ninety-nine per cent of all editors is failure. They have failed as writers. Don't think they prefer the drudgery of the desk and the slavery to their circulation and to the business manager to the joy of writing. They have tried to write, and they have failed. And right there is the cursed paradox of it. Every portal to success in literature is guarded by those watch-dogs, the failures of literature. The editors, the sub-editors, associate editors, most of them, and the manuscript readers for the magazines and book-publishers, most of them, nearly all of them, are men who wanted to write and failed. And yet they, of all creatures under the sun the most unfit, are the very creatures who decide what shall and what shall not find its way into print–they, who have proved themselves not original, who have demonstrated that they lack the divine fire, sit in judgment upon originality and genius. And after them comes the reviewers, just so many more failures. Don't tell me that they have not dreamed the dream and attempted to write poetry and fiction; for they have, and they have failed. Why, the average review is more nauseating than cod-liver oil.... ~ Jack London,#NFDB
1268:By the end of the seventies, some nights I was so out of it our road manager, Joe Baptista, would have to carry me onstage. The promoter would be sitting there in the dressing room with a look of horror on his face. I’m almost comatose, he’s hyper-ventilating. He thinks he’s presenting the legendary cash cow Aerosmith, and now he’s going to lose his shirt because the lead singer’s down for the count. Is he dead or alive? What am I going to do? “You’d better get him on that stage. I don’t know how he’s going to do this how, but we’ve got too many kids out there.”
Not to worry. The minute my feet hit the stage, I’m off and running. I don’t know how it happens, but hey, you get up there in front of twenty thousand people and it’s a high in itself, it’s a charged space.
Still, the train kept a rollin’ and we kept getting high until one night in late ’78, I don’t know where we were, maybe in Springfield, Illinois, I blacked out in the middle of “Reefer Headed Woman.”
I got a reefer headed woman
She fell right down from the sky
Well, I gots to drink me two fifths of whiskey
Just to get half as high
When the —
And then I hit the stage like a fish out of water. ~ Steven Tyler,#NFDB
1269:When people say, ‘She’s a good-looking woman,’ they usually mean, ‘She used to be a good-looking woman.’ But when I say that about Margaret, I mean it. She thinks – she knows – that she’s changed, and she has; though less to me than to anybody else. Naturally, I can’t speak for the restaurant manager. But I’d put it like this: she sees only what’s gone, I see only what’s stayed the same. Her hair is no longer halfway down her back or pulled up in a French pleat; nowadays it is cut close to her skull and the grey is allowed to show. Those peasanty frocks she used to wear have given way to cardigans and well-cut trousers. Some of the freckles I once loved are now closer to liver spots. But it’s still the eyes we look at, isn’t it? That’s where we found the other person, and find them still. The same eyes that were in the same head when we first met, slept together, married, honeymooned, joint-mortgaged, shopped, cooked and holidayed, loved one another and had a child together. And were the same when we separated. But it’s not just the eyes. The bone structure stays the same, as do the instinctive gestures, the many ways of being herself. And her way, even after all this time and distance, of being with me. ~ Julian Barnes, #NFDB
1270:NO PERFORMANCE MANAGEMENT OR EMPLOYEE FEEDBACK PROCESS Your company now employs twenty-five people and you know that you should formalize the performance management process, but you don’t want to pay the price. You worry that doing so will make it feel like a “big company.” Moreover, you do not want your employees to be offended by the feedback, because you can’t afford to lose anyone right now. And people are happy, so why rock the boat? Why not take on a little management debt? The first noticeable payments will be due when somebody performs below expectations: CEO: “He was good when we hired him; what happened?” Manager: “He’s not doing the things that we need him to do.” CEO: “Did we clearly tell him that?” Manager: “Maybe not clearly . . .” However, the larger payment will be a silent tax. Companies execute well when everybody is on the same page and everybody is constantly improving. In a vacuum of feedback, there is almost no chance that your company will perform optimally across either dimension. Directions with no corrections will seem fuzzy and obtuse. People rarely improve weakness they are unaware of. The ultimate price you will pay for not giving feedback: systematically crappy company performance. ~ Ben Horowitz, #NFDB
1271:At home, Rockefeller created a make-believe market economy, calling Cettie the “general manager” and requiring the children to keep careful account books.16They earned pocket money by performing chores and received two cents for killing flies, ten cents for sharpening pencils, five cents per hour for practicing their musical instruments, and a dollar for repairing vases. They were given two cents per day for abstaining from candy and a dime bonus for each consecutive day of abstinence. Each toiled in a separate patch of the vegetable garden, earning a penny for every ten weeds they pulled up. John Jr. got fifteen cents an hour for chopping wood and ten cents per day for superintending paths. Rockefeller took pride in training his children as miniature household workers. Years later, riding on a train with his thirteen-year-old daughter, he told a traveling companion, “This little girl is earning money already. You never could imagine how she does it. I have learned what my gas bills should average when the gas is managed with care, and I have told her that she can have for pin money all that she will save every month on this amount, so she goes around every night and keeps the gas turned down where it is not needed. ~ Ron Chernow, #NFDB
1272:Imagine the case of someone supervising an exceptional team of workers, all of them striving towards a collectively held goal; imagine them hardworking, brilliant, creative and unified. But the person supervising is also responsible for someone troubled, who is performing poorly, elsewhere. In a fit of inspiration, the well-meaning manager moves that problematic person into the midst of his stellar team, hoping to improve him by example. What happens?—and the psychological literature is clear on this point.64 Does the errant interloper immediately straighten up and fly right? No. Instead, the entire team degenerates. The newcomer remains cynical, arrogant and neurotic. He complains. He shirks. He misses important meetings. His low-quality work causes delays, and must be redone by others. He still gets paid, however, just like his teammates. The hard workers who surround him start to feel betrayed. “Why am I breaking myself into pieces striving to finish this project,” each thinks, “when my new team member never breaks a sweat?” The same thing happens when well-meaning counsellors place a delinquent teen among comparatively civilized peers. The delinquency spreads, not the stability.65 Down is a lot easier than up. ~ Jordan Peterson, #NFDB
1273:Imagine the case of someone supervising an exceptional team of workers, all of them striving towards a collectively held goal; imagine them hardworking, brilliant, creative and unified. But the person supervising is also responsible for someone troubled, who is performing poorly, elsewhere. In a fit of inspiration, the well-meaning manager moves that problematic person into the midst of his stellar team, hoping to improve him by example. What happens?—and the psychological literature is clear on this point.64 Does the errant interloper immediately straighten up and fly right? No. Instead, the entire team degenerates. The newcomer remains cynical, arrogant and neurotic. He complains. He shirks. He misses important meetings. His low-quality work causes delays, and must be redone by others. He still gets paid, however, just like his teammates. The hard workers who surround him start to feel betrayed. “Why am I breaking myself into pieces striving to finish this project,” each thinks, “when my new team member never breaks a sweat?” The same thing happens when well-meaning counsellors place a delinquent teen among comparatively civilized peers. The delinquency spreads, not the stability.65 Down is a lot easier than up. ~ Jordan B Peterson, #NFDB
1274:p.cm. Includes indexes.ISBN-13: 978-0-7360-6278-7 (soft cover) ISBN-10: 0-7360-6278-5 (soft cover) 1. Hatha yoga.2. Human anatomy.I.Title.RA781.7. K356 2007 613.7’046--dc22 2007010050 ISBN-10: 0-7360-6278-5 (print) ISBN-13: 978-0-7360-6278-7 (print) ISBN-10: 0-7360-8218-2 (Adobe PDF) ISBN-13: 978-0-7360-8218-1 (Adobe PDF) Copyright © 2007 by The Breathe Trust All rights reserved. Except for use in a review, the reproduction or utilization of this work in any form or by any electronic, mechanical, or other means, now known or hereafter invented, including xerography, photocopying, and recording, and in any information storage and retrieval system, is forbidden without the written permission of the publisher. Acquisitions Editor: Martin Barnard Developmental Editor: Leigh Keylock Assistant Editor: Christine Horger Copyeditor: Patsy Fortney Proofreader: Kathy Bennett Graphic Designer: Fred Starbird Graphic Artist: Tara Welsch Original Cover Designer: Lydia Mann Cover Revisions: Keith Blomberg Art Manager: Kelly Hendren Project Photographer: Lydia Mann Illustrator (cover and interior): Sharon Ellis Printer: United Graphics Human Kinetics books are available at special discounts for bulk purchase. Special editions or book excerpts ~ Anonymous, #NFDB
1275:A year after Calder Hall opened, in October 1957, technicians at the neighboring Windscale breeder reactor faced an almost impossible deadline to produce the tritium needed to detonate a British hydrogen bomb. Hopelessly understaffed, and working with an incompletely understood technology, they operated in emergency conditions and cut corners on safety. On October 9 the two thousand tons of graphite in Windscale Pile Number One caught fire. It burned for two days, releasing radiation across the United Kingdom and Europe and contaminating local dairy farms with high levels of iodine 131. As a last resort, the plant manager ordered water poured onto the pile, not knowing whether it would douse the blaze or cause an explosion that would render large parts of Great Britain uninhabitable. A board of inquiry completed a full report soon afterward, but, on the eve of publication, the British prime minister ordered all but two or three existing copies recalled and had the metal type prepared to print it broken up. He then released his own bowdlerized version to the public, edited to place the blame for the fire on the plant operators. The British government would not fully acknowledge the scale of the accident for another thirty years. ~ Adam Higginbotham, #NFDB
1276:His first stop was the local branch of Child's Bank; once he replenished his supply of cash, he followed the bank manager's directions to the town's premier bootmaker, and was lucky enough to find an excellent pair of riding boots that fit him. His next stop was the best gentleman's outfitters, where he created a small furore by demanding they assemble for him outfits suitable for a groom and for a north country laborer.
The head tailor goggled at him and the assistants simply stared; holding onto his temper, he brusquely explained that the outfits were for a country house party where fancy dress was required.
Then they fell to with appropriate zeal.
It still took longer than he would have liked. The tailor fussed with the fitting until Breckenridge declared, "Damn it, man! There's no prize for being the most perfectly dressed groom in the north!"
The tailor jumped. Pins cascaded from between his lips and scattered on the ground. His assistants rushed in to gather them up.
The tailor swallowed. "No, of course not, sir. If Sir will remain still, I will endeavor to remove the pins...although really, such shoulders...well, I would have thought..."
"Never mind about showing off my damned shoulders-just make sure I have room to move. ~ Stephanie Laurens,#NFDB
1277:When a worker is injured at an IBP plant in Texas, he or she is immediately presented with a waiver. Signing the waiver means forever surrendering the right to sue IBP on any grounds. Workers who sign the waiver may receive medical care under IBP's Workplace Injury Settlement Program. Or they may not. Once workers sign, IBP and its company-approved doctors have control over the job-related medical treatment - for life. Under the program's terms, seeking treatment from an independent physician can be grounds for losing all medical benefits. Workers who refuse to sign the IBP waiver not only risk getting no medical care from the company, but also risk being fired on the spot...Injured workers almost always sign the waiver. The pressure to do so is immense. An IBP medical case manager will literally bring the waiver to a hospital emergency room in order to obtain an injured worker's signature. When Lonita Leal's right hand was mangled by a hamburger grinder at the IBP plant in Amarillo, a case manager talked her into signing the waiver with her left hand as she waited in the hospital for surgery. When Duane Mullin had both hands crushed in a hammer mill at the same plant, an IBP representative persuaded him to sign the waiver with a pen held in his mouth. ~ Eric Schlosser, #NFDB
1278:But the current investment banking model—whether applied in a standalone institution such as Goldman or in a broad financial conglomerate such as Deutsche Bank—is at the heart of the problems the finance sector poses for the real economy. Investment banks today engage in securities issuance, corporate advice and asset management; they make markets in equities and FICC, and trade in these markets on their own account. It is only necessary to list these functions to see that each of these activities conflicts with all the others. Each should be undertaken in distinct institutions. And with lower volumes of inter-bank trading, a diminished role for public equity markets and much more direct investment by asset managers the scale of most of these activities should be much reduced. Among all the actors in the finance sector today, only the asset manager, who typically earns a fee calculated as a percentage of funds under management, is rewarded for idleness. The profits of a segregated deposit-taking bank would similarly depend primarily on the scale of the deposit base, and secondarily on its success in making good loans. Dedicated channels of capital allocation have a more appropriate incentive structure than activities focused on trading and transactions. Whenever ~ John Kay, #NFDB
1279:Surrender is the ultimate sign of strength and the foundation for a spiritual life. Surrendering affirms that we are no longer willing to live in pain. It expresses a deep desire to transcend our struggles and transform our negative emotions. It commands a life beyond our egos, beyond that part of ourselves that is continually reminding us that we are separate, different and alone. Surrendering allows us to return to our true nature and move effortlessly through the cosmic dance called life. It's a powerful statement that proclaims the perfect order of the universe.
When you surrender your will, you are saying, "Even though things are not exactly how I'd like them to be, I will face my reality. I will look it directly in the eye and allow it to be here." Surrender and serenity are synonymous; you can't experience one without the other. So if it's serenity you're searching for, it's close by. All you have to do is resign as General Manager of the Universe. Choose to trust that there is a greater plan for you and that if you surrender, it will be unfolded in time.
Surrender is a gift that you can give yourself. It's an act of faith. It's saying that even though I can't see where this river is flowing, I trust it will take me in the right direction. ~ Debbie Ford,#NFDB
1280:The most vexing managerial aspect of this problem of asymmetry, where the easiest path to growth and profit is up, and the most deadly attacks come from below, is that “good” management—working harder and smarter and being more visionary—doesn’t solve the problem. The resource allocation process involves thousands of decisions, some subtle and some explicit, made every day by hundreds of people, about how their time and the company’s money ought to be spent. Even when a senior manager decides to pursue a disruptive technology, the people in the organization are likely to ignore it or, at best, cooperate reluctantly if it doesn’t fit their model of what it takes to succeed as an organization and as individuals within an organization. Well-run companies are not populated by yes-people who have been taught to carry out mindlessly the directives of management. Rather, their employees have been trained to understand what is good for the company and what it takes to build a successful career within the company. Employees of great companies exercise initiative to serve customers and meet budgeted sales and profits. It is very difficult for a manager to motivate competent people to energetically and persistently pursue a course of action that they think makes no sense. ~ Clayton M Christensen, #NFDB
1281:And that had led to all the trouble with How to Dynamically Manage People for Dynamic Results in a Caring Empowering Way in Quite a Short Time Dynamically. Ponder didn't know when this book would be written, or even in which world it might be published, but it was obviously going to be popular because random trawls in the depths of L-space often turned up fragments. Perhaps it wasn't even just one book.
And the fragments had been on Ponder's desk when Ridcully had been poking around.
Unfortunately, like many people who are instinctively bad at something, the Archchancellor prided himself on how good at it he was. Ridcully was to management what King Herod was to the Bethlehem Playgroup Association.
His mental approach to it could be visualized as a sort of business flowchart with, at the top, a circle entitled "Me, who does the telling" and, connected below it by a line, a large circle entitled "Everyone else."
Until now this had worked quite well, because, although Ridcully was an impossible manager, the University was impossible to manage and so everything worked seamlessly.
And it would have continued to do so if he hadn't suddenly started to see the point in preparing career development packages and, worst of all, job descriptions. ~ Terry Pratchett,#NFDB
1282:Le grandi aziende adorano l’idea del piano strategico. Vogliono pagare qualcuno per comprendere dove stanno andando. Eppure non esistono prove che dimostrino che la pianificazione strategica funzioni davvero: anzi, pare che vi siano prove del contrario. Uno studioso di gestione aziendale, William Starbuck, ha pubblicato alcuni articoli che sfatano il mito dell’efficacia della pianificazione, la quale rende le aziende cieche alle opzioni, dato che rimangono intrappolate in linee d’azione non opportunistiche. Sulla base di test empirici è emerso che quasi tutto ciò che c’è di teorico nella gestione aziendale, dal taylorismo alle storie sulla produttività, è pseudoscienza e, come molte teorie economiche, vive in un mondo parallelo a quello dei fatti. Matthew Stewart, dopo una formazione da filosofo, si è ritrovato a lavorare come consulente di management: ne fornisce una versione alquanto disgustosa, ma divertente, nel suo libro Twilight manager – Il crepuscolo del management. Ricorda l’approccio egoistico dei banchieri che pensano solo ai propri interessi. Anche Abrahamson e Friedmann, nel bel volume A Perfect Mess, smitizzano molti di questi approcci teleologici accurati e incisivi. Si scopre che la pianificazione strategica è fatta solo di chiacchiere superstiziose. ~ Nassim Nicholas Taleb, #NFDB
1283:The only thing that we know about financial predictions of startups is that 100 percent of them are wrong. If you can predict the future accurately, we have a few suggestions for other things you could be doing besides starting a risky early stage company. Furthermore, the earlier stage the startup, the less accurate any predications will be. While we know you can't predict your revenue with any degree of accuracy (although we are always very pleased in that rare case where revenue starts earlier and grows faster than expected), the expense side of your financial plan is very instructive as to how you think about the business. You can't predict your revenue with any level of precision, but you should be able to manage your expenses exactly to plan. Your financials will mean different things to different investors. In our case, we focus on two things: (1) the assumptions underlying the revenue forecast (which we don't need a spreadsheet for—we'd rather just talk about them) and (2) the monthly burn rate or cash consumption of the business. Since your revenue forecast will be wrong, your cash flow forecast will be wrong. However, if you are an effective manager, you'll know how to budget for this by focusing on lagging your increase in cash spend behind your expected growth in revenue. ~ Brad Feld, #NFDB
1284:The carnivals gave me my names, Edward. Sometimes I was the Blue Man of the North Pole, or the Blue Man of Algeria, or the Blue Man of New Zealand. I had never been to any of these places, of course, but it was pleasant to be considered exotic, if only on a painted sign. The 'show' was simple. I would sit on the stage, half undressed, as people walked past and the barker told them how pathetic I was. For this, I was able to put a few coins in my pocket. The manager once called me the 'best freak' in his stable, and, sad as it sounds, I took pride in that. When you are an outcast, even a tossed stone can be cherished.
One winter, I came to this pier. Ruby Pier. They were starting a sideshow called the Curious Citizens. I liked the idea of being in one place, escaping the bumpy horse carts of carnival life.
This became my home. I lived in a room above a sausage shop. I played cards at night with the other sideshow walkers, with the tinsmiths, sometimes even with your father. In the early mornings, if I wore long shirts and draped my head in a towel, I could walk along the beach without scaring people. It may not sound like much, but for me, it was a freedom I had rarely know.'
He stopped. He looked at Eddie.
Do you understand? Why we're here? This is not your heaven. It's mine. ~ Mitch Albom,#NFDB
1285:I don’t think any other retail company in the world could do what I’m going to propose to you. It’s simple. It won’t cost us anything. And I believe it would just work magic, absolute magic on our customers, and our sales would escalate, and I think we’d just shoot past our Kmart friends in a year or two and probably Sears as well. I want you to take a pledge with me. I want you to promise that whenever you come within ten feet of a customer, you will look him in the eye, greet him, and ask him if you can help him. Now I know some of you are just naturally shy, and maybe don’t want to bother folks. But if you’ll go along with me on this, it would, I’m sure, help you become a leader. It would help your personality develop, you would become more outgoing, and in time you might become manager of that store, you might become a department manager, you might become a district manager, or whatever you choose to be in the company. It will do wonders for you. I guarantee it. Now, I want you to raise your right hand—and remember what we say at Wal-Mart, that a promise we make is a promise we keep—and I want you to repeat after me: From this day forward, I solemnly promise and declare that every time a customer comes within ten feet of me, I will smile, look him in the eye, and greet him. So help me Sam. ~ Sam Walton, #NFDB
1286:Pixie was still looking a little shell-shocked when they walked over to the desk. “This is Pixie, our studio manager. She’ll take your details when you’re ready.”
“Hey, Pixie, pleased to meet you.”
Trent had never seen Pixie so inanimate. She didn’t move to take the hand Dred had offered.
“Pix?” Trent smirked as she quickly collected herself with a shake of her head, reaching her hand out.
“Sorry. Miles away. Welcome to Second Circle.”
“Nice tattoo you got there, Pixie. What are those?”
“Flowers,” she mumbled. What the hell was up with Pixie? They’d had famous people in the studio before.
Dred laughed. “I can see that. I was curious what kind.”
The phone rang and Pixie jumped all over it, effectively cutting Dred off.
“Sorry,” Trent apologized. “Fortunately, we’re generally pretty busy here. Want to take a seat and we can figure out what you’re looking for?”
Trent started to walk to one of the beds toward the back of the studio. “We have a setup in the room back here if you want a bit more privacy.”
Realizing Dred was no longer with him, he turned to see him still staring at Pixie’s back.
“Hey dude,” he whispered, “we charge extra for checking out the staff’s asses.”
“What? Oh … right, yeah. How much? I’d definitely pay extra for a closer view. ~ Scarlett Cole,#NFDB
1287:There seems to be a vicious cycle at work here, making ours not just an economy but a culture of extreme inequality. Corporate decision makers, and even some two-bit entrepreneurs like my boss at The Maids, occupy an economic position miles above that of the underpaid people whose labor they depend on. For reasons that have more to do with class — and often racial — prejudice than with actual experience, they tend to fear and distrust the category of people from which they recruit their workers. Hence the perceived need for repressive management and intrusive measures like drug and personality testing. But these things cost money — $20,000 or more a year for a manager, $100 a pop for a drug test, and so on — and the high cost of repression results in ever more pressure to hold wages down. The larger society seems to be caught up in a similar cycle: cutting public services for the poor, which are sometimes referred to collectively as the 'social wage,' while investing ever more heavily in prisons and cops. And in the larger society, too, the cost of repression becomes another factor weighing against the expansion or restoration of needed services. It is a tragic cycle, condemning us to ever deeper inequality, and in the long run, almost no one benefits but the agents of repression themselves. ~ Barbara Ehrenreich, #NFDB
1288:there now sat a square package perhaps a cubit on a side, done up in a golden wrapping all spattered with ornamental sparks of brighter and darker gold. She went over to it, picked it up to test the weight: somewhat heavy. Arrhae shook the box, then smiled at herself. Nothing rattled. She wandered back into her chamber with it, pushed her clothes aside, and sat down on the couch. Carefully Arrhae unwrapped the paper without tearing it—the old habit of a household manager, not to waste anything that might be useful later—and set it aside, revealing a plain golden paperboard box inside. A seal held the closing-flap down. She slit the seal with one thumbnail, opened the box, and found inside it some white tissue spangled with more golden spots, all wrapped around something roughly spherical. Arrhae pushed the padding-tissue aside to reveal a smooth clear substance, a glassy dome. Reaching into the box, she brought out what revealed itself as a dish garden of clear glass: the bottom of it full of stripes of colored sand, and rooted in the sand, various small dry-climate plants, spiny or thick-leaved, one or two of them producing tiny, delicate, golden flowers. Attached to the upper dome, instead of a chip or tag, was a small, white, gold-edged printed card that said, FROM AN ADMIRER—WELCOME HOME. Arrhae ~ Diane Duane, #NFDB
1289:For Jozef Galecki was one of those rare executives who had mastered the secret of delegation - that is, having assigned the oversight of the hotel's various function to capable lieutenants, he made himself scarce. Arriving at the hotel at half past eight, he would head straight to his office with a harried expression, as if he were already late for a meeting. Along the way, he would return greetings with an abbreviated nod, and when he passed his secretary he would inform her (while still in motion) that he was not to be disturbed. Then he would disappear behind his door. And what happened once he was inside his office? It was hard to tell, since so few had ever seen it. (Although, those who had caught a glimpse reported that his desk was impressively free of papers, his telephone rarely rang, and along the wall was a burgundy chaise with cushions that were deeply impressed....) When the manager's lieutenants had no choice but to knock - due to a fire in the kitchen or a dispute about a bill - the manager would open his door with an expression of such fatigue, such disappointment, such moral defeat that the interrupters would inevitably feel a surge of sympathy, assure him that they could see to the matter themselves, then apologetically back out the door. As a result, the Metropol ran as flawlessly as any hotel in Europe. ~ Amor Towles, #NFDB
1290:Mirchi, I cannot lie to you,” Rahul said, grinning. “On my side of the hall there were five hundred women in only half-clothes—like they forgot to put on the bottom half before they left the house!”
“Aaagh, where was I?” said Mirchi. “Tell me. Anyone famous?”
“Everyone famous! A Bollywood party. Some of the stars were in the VIP area, behind a rope, but John Abraham came out to near where I was. He had this thick black coat, and he was smoking cigarettes right in front of me. And Bipasha was supposedly there, but I couldn’t be sure it was really her or just some other item girl, because if the manager sees you looking at the guests, he’ll fire you, take your whole pay—they told us that twenty times before the party started, like we were weak in the head. You have to focus on the tables and the rug. Then when you see a dirty plate or a napkin you have to snatch it and take it to the trash bin in the back. Oh, that room was looking nice. First we laid this thick white carpet—you stepped on it and sank right down. Then they lit white candles and made it dark like a disco, and on this one table the chef put two huge dolphins made out of flavored ice. One dolphin had cherries for eyes—”
“Bastard, forget the fish, tell me about the girls,” Mirchi protested. “They want you to look when they dress like that. ~ Katherine Boo,#NFDB
1291:The bushes were about ten meters away. As we crawled into them, we startled a couple of deer on the other side. They bolted, heading straight for the ATV.
There was a thud and a shout. The ATV motor died.
“Son-of-a-bitch!” A man’s voice rang through the forest.
A radio squawked. He answered it.
“Yeah, that was me. Just hit a deer. Remind me who had the bright idea to use these damn things? Some project manager sitting in his fancy L.A. office, I’ll bet. Never seen a forest, much less tried to search one. I could have hit one of the kids for all I would have noticed, whipping around like this. I can barely see through these woods. Can’t hear anything. But you can bet your ass those kids can hear us.”
“And a good thing, too,” Corey muttered.
A voice tried to interrupt the mans’ tirade, but he cut it off, saying, “Calvin’s got the right idea, searching on foot. I’m leaving this piece of crap here. If the Nasts want it, they can come get it. Tell Calvin I’ll meet him at the bend in ten.”
We heard the man stalk off, branches crackling in his wake.
“Now that’s sweet,” Corey said when he was gone. “An ATV, just sitting there, ours for the taking. The ride goes to the handicapped guy.”
“I thought you were doing fine,” Hayley said.
“My knee’s acting up again.” He stretched his leg and mock-winced. ~ Kelley Armstrong,#NFDB
1292:But then Donny called her name from the kitchen, and she remembered rules number one and two. She said, “Do you see how I’m wearing this apron? It means I’m working. For a living.” The unconcerned expression didn’t flag. He said, “I’ll take care of it.” She echoed, “Take care of it?” “Yeah. How much do you make in an hour? I’ll take care of it. And I’ll talk to your manager.” For a moment, Blue was actually lost for words. She had never believed people who claimed to be speechless, but she was. She opened her mouth, and at first, all that came out was air. Then something like the beginning of a laugh. Then, finally, she managed to sputter, “I am not a prostitute.” The Aglionby boy appeared puzzled for a long moment, and then realization dawned. “Oh, that was not how I meant it. That is not what I said.” “That is what you said! You think you can just pay me to talk to your friend? Clearly you pay most of your female companions by the hour and don’t know how it works with the real world, but … but …” Blue remembered that she was working to a point, but not what that point was. Indignation had eliminated all higher functions and all that remained was the desire to slap him. The boy opened his mouth to protest, and her thought came back to her all in a rush. “Most girls, when they’re interested in a guy, will sit with them for free. ~ Maggie Stiefvater, #NFDB
1293:I’ve never been inside a gaming club before. It will be a novel experience.”
“They won’t let you inside. You’re a lady. And even if they did allow it, I wouldn’t.”
Lowering her hand, Amelia glanced at him in surprise. It was rare that Merripen forbade her to do anything. In fact, this may have been the first time. She found it annoying. Considering that her brother’s life might be at stake, she was hardly going to quibble over social niceties. Besides, she was curious to see what was inside the privileged masculine retreat. As long as she was doomed to remain a spinster, she might as well enjoy the small freedoms that came with it.
“Neither will they let you inside,” she pointed out. “You’re a Roma.”
“As it happens, the manager of the club is also a Roma.”
That was unusual. Extraordinary, even. Gypsies were known as thieves and tricksters. For one of the Rom to be entrusted with the accounting of cash and credit, not to mention arbitrating controversies at the gambling tables, was nothing short of amazing.
“He must be a rather remarkable individual to have assumed such a position,” Amelia said. “Very well, I will allow you to accompany me inside Jenner’s. It’s possible your presence will induce him to be more forthcoming.”
“Thank you.” Merripen’s voice was so dry one could have struck a match off it. ~ Lisa Kleypas,#NFDB
1294:Power is a very dangerous aphrodisiac to the ego; many people are deeply attracted to power. Even in our ordinary everyday world, issues of power arise. If you lead a company or you’re a manager, you’re exercising power over people’s lives; they have to fit in with the structure and power dynamics that were put in place by the people above them. Power at any level, whether its an intrinsic power or a relative power due to your position in the world, can really bring to light and activate desire, because power begets the desire for more power. In every esoteric spiritual tradition there are grave warnings about indulging in these kinds of powers and seeking out the psychic abilities that may come with awakening. The usual counsel is neither to push away or deny these powers, nor to grasp or desire or indulge in them. In Jesus’ case, what we get through the story is a vital reflection of what it means to use power wisely. Jesus is a man of great authority, great inner power, and great charisma, and people are deeply attracted to him, whether for healing or spiritual transformation or simply to be in his presence. In example after example, he wields this power with wisdom and love. Throughout the Gospels we see how Jesus utilizes power, when he utilizes it and when he pulls back and leaves things as they are. He’s a master of the wise use of power. ~ Adyashanti, #NFDB
1295:We stood in the wings together, side by side. Reed's mouth was still agape.
"It makes sense when you think about it," I mused. "You get two people together who have you-know-what, and sparks are going to fly."
Reed's cue was about to start. He pointed at me and said, "Tonight. There's a party. And we're going to talk."
"Yes"
"Because this is crazy."
"Totally."
"Okay. Well." He tugged a strand of my hair. "Good luck out there."
"You're not supposed to say that."
"Fine. How about..." He squinted at me. "Here's looking at you kid."
The smile melted off my face. "What did you say?"
"It's a line. From a movie." He shrugged and burst onto the stage with a hee-haw.
It was a line. From Casablanca. The same line KARL had said to me when I was Elsa. The same like Karl didn't recognize when I said it to him as Floressa. Which meant... nothing. Right? Lots of people know that line. Just because Reed said it, and Reed was a sub, it didn't mean he was... he was...
"You're on," the stage manager whispered.
I stumbled onto the stage. The lights were too bright. The theater was packed. Reed gave me a quick, crooked smile, and I knew.
My crush on Karl was less complicated than I thought, because it wasn't Karl I'd been with that day in the garden.
Now my crush on Reed... ?
THAT was a scandal all on its own. ~ Lindsey Leavitt,#NFDB
1296:In 7.81 square miles of vaunted black community, the 850 square feet of Dum Dum Donuts was the only place in the "community" where one could experience the Latin root of the word, where a citizen could revel in common togetherness. So one rainy Sunday afternoon, not long after the tanks and media attention had left, my father ordered his usual. He sat at the table nearest the ATM and said aloud, to no one in particular, "Do you know that the average household net worth for whites is $113,149 per year, Hispanics $6,325, and black folks $5,677?"
"For real?"
"What's your source material, nigger?"
"The Pew Research Center."
Motherfuckers from Harvard to Harlem respect the Pew Research Center, and hearing this, the concerned patrons turned around in their squeaky plastic seats as best they could, given that donut shop swivel chairs swivel only six degrees in either direction. Pops politely asked the manager to dim the lights. I switched on the overhead projector, slid a transparency over the glass, and together we craned our necks toward the ceiling, where a bar graph titled "Income Disparity as Determined by Race" hovered overhead like some dark, damning, statistical cumulonimbus cloud threatening to rain on our collective parades.
"I was wondering what that li'l nigger was doing in a donut shop with a damn overhead projector. ~ Paul Beatty,#NFDB
1297:There can be no question that Musk has mastered the art of getting the most out of his employees. Interview three dozen SpaceX engineers and each one of them will have picked up on a managerial nuance that Musk has used to get people to meet his deadlines. One example from Brogan: Where a typical manager may set the deadline for the employee, Musk guides his engineers into taking ownership of their own delivery dates. “He doesn’t say, ‘You have to do this by Friday at two P.M.,’” Brogan said. “He says, ‘I need the impossible done by Friday at two P.M. Can you do it?’ Then, when you say yes, you are not working hard because he told you to. You’re working hard for yourself. It’s a distinction you can feel. You have signed up to do your own work.” And by recruiting hundreds of bright, self-motivated people, SpaceX has maximized the power of the individual. One person putting in a sixteen-hour day ends up being much more effective than two people working eight-hour days together. The individual doesn’t have to hold meetings, reach a consensus, or bring other people up to speed on a project. He just keeps working and working and working. The ideal SpaceX employee is someone like Steve Davis, the director of advanced projects at SpaceX. “He’s been working sixteen hours a day every day for years,” Brogan said. “He gets more done than eleven people working together. ~ Ashlee Vance, #NFDB
1298:The historian Michael Walzer has argued that modern revolution was a task for the kind of ascetic, single-minded, self-denying personality that Calvinism sought to inculcate, and certainly some of the successful revolutionaries of the West would seem to fill the bill. As we have seen, the English revolutionary leader Oliver Cromwell, a Calvinist himself, railed perpetually against the festive inclinations of his troops. The Jacobin leader Robespierre despised disorderly gatherings, including “any group in which there is a tumult”—a hard thing to avoid during the French Revolution, one might think.73 His fellow revolutionary Louis de Saint-Just described the ideal “revolutionary man” in terms that would have been acceptable to any Puritan: “inflexible, but sensible; he is frugal; he is simple … honorable, he is sober, but not mawkish.”74 Lenin inveighed against “slovenliness … carelessness, untidiness, unpunctuality” as well as “dissoluteness in sexual life,”75 seeing himself as a “manager” and “controller” as well as a leader.76 For men like Robespierre and Lenin, the central revolutionary rite was the meeting—experienced in a sitting position, requiring no form of participation other than an occasional speech, and conducted according to strict rules of procedure. Dancing, singing, trances—these could only be distractions from the weighty business at hand. ~ Barbara Ehrenreich, #NFDB
1299:Two days before we were "banished" from the town my father came to see me. He sat down and in a leisurely way, without looking at me, wiped his red face, then took out of his pocket our town Messenger, and deliberately, with emphasis on each word, read out the news that the son of the branch manager of the State Bank, a young man of my age, had been appointed head of a Department in the Exchequer.
"And now look at you," he said, folding up the newspaper, "a beggar, in rags, good for nothing! Even working-class people and peasants obtain education in order to become men, while you, a Poloznev, with ancestors of rank and distinction, aspire to the gutter! But I have not come here to talk to you; I have washed my hands of you --" he added in a stifled voice, getting up. "I have come to find out where your sister is, you worthless fellow. She left home after dinner, and here it is nearly eight and she is not back. She has taken to going out frequently without telling me; she is less dutiful -- and I see in it your evil and degrading influence. Where is she?"
In his hand he had the umbrella I knew so well, and I was already flustered and drew myself up like a schoolboy, expecting my father to begin hitting me with it, but he noticed my glance at the umbrella and most likely that restrained him.
"Live as you please!" he said. "I shall not give you my blessing! ~ Anton Chekhov,#NFDB
1300:One evening coming in with a candle I was startled to hear him say a little tremulously, "I am lying here in the dark waiting for death." The light was within a foot of his eyes. I forced myself to murmur, "Oh, nonsense!" and stood over him as if transfixed.
Anything approaching the change that came over his features I have never seen before, and hope never to see again. Oh, I wasn't touched. I was fascinated. It was as though a veil had been rent. I saw on that ivory face the expression of sombre pride, of ruthless power, of craven terror - of an intense and hopeless despair. Did he live his life again in every detail of desire, temptation, and surrender during that supreme moment of complete knowledge? He cried in a whisper at some image, at some vision - he cried out twice, a cry that was no more than a breath - "The horror! The horror!"
I blew the candle out and left the cabin. The pilgrims were dining in the mess-room, and I took my place opposite the manager, who lifted his eyes to give me a questioning glance, which I successfully ignored. He leaned back, serene, with that peculiar smile of his sealing the unexpressed depths of his meanness. A continuous shower of small flies streamed upon the lamp, upon the cloth, upon our hands and faces. Suddenly the manager's boy put his insolent black head in the doorway, and said in a tone of scathing contempt -
"Mistah Kurtz - he dead. ~ Joseph Conrad,#NFDB
1301:The problem of distributing bathroom tissue to workers presents inherent challenges for any office management system due to the inherent unpredictability of usage—not every facility usage transaction necessitates the use of bathroom tissue, and when it is used, the amount needed (number of squares) may vary quite widely from person to person and, for a given person, from one transaction to the next. This does not even take into account the occasional use of bathroom tissue for unpredictable/creative purposes such as applying/removing cosmetics, beveragespill management, etc. For this reason, rather than trying to package bathroom tissue in small one-transaction packets (as is done with premoistened towelettes, for example), which can be wasteful in some cases and limiting in other cases, it has been traditional to package this product in bulk distribution units whose size exceeds the maximum amount of squares that an individual could conceivably use in a single transaction (barring force majeure). This reduces to a minimum the number of transactions in which the distribution unit is depleted (the roll runs out) during the transaction, a situation that can lead to emotional stress for the affected employee. However, it does present the manager with some challenges in that the distribution unit is rather bulky and must be repeatedly used by a number of different individuals if it is not to be wasted. ~ Neal Stephenson, #NFDB
1302:It is life, more than death, that has no limits.
Love becomes greater and nobler and mightier in calamity.
We men are the miserable slaves of prejudice. But when a women decides to sleep with a man, there is no wall she will not scale, no fortress she will not destroy, no moral consideration she will not ignore at its very root. There is no god worth worrying about.
Let time pass and we will see what it brings.
Humanity, like the armies in the field, advances at the speed of the slowest.
Those of us who make the rules have the greatest obligation to abide by them.
I don't believe in God but I am afraid of him.
It's better to arrive in time than to be invited.
Unfaithful but not disloyal.
Love, no matter what else it might be, is a natural talent.
Nobody teaches life anything.
The only regret I will have in dying is if it is not for love.
There is no one with more common sense, no stonecutter more obstinate, no manager more lucid and dangerous, than a poet.
Human beings are not born once and for all on the day their mothers give birth to them but that life obliges them over and over again to give birth to themselves.
One comes into the world with a predetermined allotment of lays and whoever doesn't use them for whatever reason, one's own and someone else's, willingly or unwillingly, looses them forever. ~ Gabriel Garc a M rquez,#NFDB
1303:Hopefully not another employee stealing credit cards, Brooke mused. Or any sort of headache-inducing “oops moment,” like the time one of the restaurant managers called to ask if he could fire a line cook after discovering that the man was a convicted murderer.
“Jeez. How’d you learn that?” Brooke had asked.
“He made a joke to one of the waiters about honing his cooking skills in prison. The waiter asked what he’d been serving time for, and he said, ‘Murder.’”
“I bet that put an end to the conversation real fast. And yes, you can fire him,” Brooke had said.
“Obviously, he lied on his employment application.” All of Sterling’s employees, regardless of job position, were required to answer whether they’d ever been convicted of a crime involving “violence, deceit, or theft.” Pretty safe to say that murder qualified.
Ten minutes later, the manager had called her back.
“Um . . . what if he didn’t exactly lie? I just double-checked his application, and as it turns out, he did check the box for having been convicted of a crime.”
Brooke had paused at that. “And then the next question, where we ask what crime he’d been convicted for, what did he write?”
“Uh . . . ‘second-degree murder.’”
“I see. Just a crazy suggestion here, Cory, but you might want to start reading these applications a little more closely before making employment offers.”
“Please don’t fire me. ~ Julie James,#NFDB
1304:Oddly, Orkut became a sensation in Brazil. “In Brazil, Orkut is the Internet and Google is search,” wrote one local journalist, who added that using Orkut was “like putting sugar in your coffee, watching Globo telenovelas, or heading to the beach from Christmas to Carnival.” On a trip to Brazil in 2006, Sergey Brin was asked why, and he responded, “We don’t know—what do you think?” When pressed, Googlers would refer to stereotypes of Carioca sociability, but that didn’t sufficiently explain why Orkut became the social networking choice of this country over other competitors—or why Orkut was so badly left behind in the rest of the world. Marissa Mayer’s personal analysis was based on the Google yardstick of speed. Brazilians, she says, were used to lousy Internet service and thus more tolerant of the delays. “They would just keep sitting there and waiting,” she says. Orkut was also dominant in India, where it was the number one Google service—ahead of search and Gmail. “There is no second product in India—Orkut is dominant,” said Manu Rekhi, the Orkut India product manager, in 2007. “I’ve seen beggar kids who use their money to get on Orkut.” Mayer also attributed that success to its quick response compared to other services. “Do you know why Orkut took off in India?” she would ask. “Opposite time zone, and no load on the servers at night. Speed matters.” (Why Orkut ruled in Brazil, however, was a mystery never solved.) ~ Steven Levy, #NFDB
1305:Here are four more strategies to help you stack the deck in your favor when seeking a raise or a promotion: ✓ DO YOUR RESEARCH: Understand your market value and, more important, your value to the company. Be prepared to explain, candidly and concretely, what you feel you’re doing that you’re not being compensated for. Have confidence in your own worth. ✓ ASK TO BE PAID FOR THE JOB YOU’RE ACTUALLY DOING: If your responsibilities have increased but you haven’t been recognized since, say, you’ve taken over for the manager who left several months earlier, approach your new boss and say, “I’ve been effectively doing this person’s job since she departed and I’d like to formally assume her position.” Have a conversation. Express that you feel confident you can grow in this role and create value for the organization. ✓ PROVE YOUR WORTH: To earn an increase in salary, you need to be increasing your responsibilities and performing at a higher level than when you were hired. ✓ DON’T NEGOTIATE IF YOUR BOSS SAYS NO: Typically no means no when it comes to this type of discussion. If your boss says no, you have two choices: you either accept the rationale, think about it, and grow based on the feedback, or you leave. This is a good time to be reflective. Ask why you haven’t earned the increase. You may not walk away with a new title or more money, but hopefully you’ll learn something that will help you correct your course moving forward. ~ Ivanka Trump, #NFDB
1306:There was no escape: The entire Elliott 503 Mark II software project had to be abandoned, and with it, over thirty man-years of programming effort, equivalent to nearly one man’s active working life, and I was responsible, both as designer and as manager, for wasting it. ...
How did we recover from the catastrophe? First, we classified our 503 customers into groups, according to the nature and size of the hardware configurations which they had bought ... We assigned to each group of customers a small team of programmers and told the team leader to visit the customers to find out what they wanted; to select the easiest request to fulfill, and to make plans (but no promises) to implement it. In no case would we consider a request for a feature that would take more than three months to implement and deliver. The project leader would then have to convince me that the customers’ request was reasonable, that the design of the new feature was appropriate, and that the plans and schedules for implementation were realistic. Above all, I did not allow anything to be done which I did not myself understand. It worked! The software requested began to be delivered on the promised dates. With an increase in our confidence and that of our customers, we were able to undertake fulfilling slightly more ambitious requests. Within a year we had recovered from the disaster. Within two years, we even had some moderately satisfied customers. ~ C A R Hoare,#NFDB
1307:Then he began plucking the pins from her hair, carefully, without touching her anywhere else, and Eve began to wonder if 'hair' could possibly be erotic.
She found herself holding her breath, listening to his deep, even exhalations as he worked, her hair loosening and beginning to slide.
It fell all at once, uncoiling heavily over her shoulders. She turned her head to look at him, suddenly shy.
He was staring at her hair.
"It's beautiful," he murmured, burying his fingers in the long tresses, gently working apart the strands, lifting and spreading them. "Like liquid gold." He suddenly lifted the mass to his face. "And perfumed. Like flowers."
"Lily of the valley." He made her feel exotic, still dressed in her sensible gray frock, only her hair loose about her shoulders.
"Lily of the valley," he murmured. "I'll remember that scent forever now, and whenever I smell it again I'll think of you, Eve Dinwoody. You'll be haunting my tomorrows evermore."
She gasped and turned, looking up at him. She'd thought that he'd be smiling teasingly at his words, but he looked quite serious and she stared at him in wonder. Had he always carried this part of himself inside? This wild poetic lover? If so, he'd hidden it well underneath the aggressive, foulmouthed theater manager. She had a secret fondness for the crass theater manager, but the pot...
She swallowed, suddenly nervous.
She might come to love a wild poet. ~ Elizabeth Hoyt,#NFDB
1308:The pressure on life businesses and the capital fears prompted by the 2008 crisis have prompted the industry to build bigger capital cushions and cut costs. This has left insurers in a relatively good position. Investors have enjoyed decent dividends with payouts increasing by a cumulative 70% since 2009, according to FactSet. For shareholders, the risks to returns from life insurance have, so far, been balanced by earnings from nonlife insurance and asset management. Germany’s Allianz has U.S. bond house Pacific Investment Management Co. and nonlife insurance businesses, like property and casualty cover, around the world. Pimco has done well as interest rates declined and bond prices rose, but is expected to suffer once rates rise again—especially since founder Bill Gross walked out. France’s Axa similarly has global nonlife businesses and a large investment manager. However, these businesses ultimately will suffer from low investment returns. In nonlife, insurers can combat this with tougher underwriting standards. But demand for property-type insurance also suffers in a slower economy. Allianz has the lowest financial leverage of the big-three eurozone life insurers, and so has more flexibility to look for higher returns abroad. It also has a substantial general insurance business in the U.S., where rates should head higher sooner, and a higher expected dividend yield than France’s Axa or Italy’s Generali for this year and next. ~ Anonymous, #NFDB
1309:Many aspects of the modern financial system are designed to give an impression of overwhelming urgency: the endless ‘news’ feeds, the constantly changing screens of traders, the office lights blazing late into the night, the young analysts who find themselves required to work thirty hours at a stretch. But very little that happens in the finance sector has genuine need for this constant appearance of excitement and activity. Only its most boring part—the payments system—is an essential utility on whose continuous functioning the modern economy depends. No terrible consequence would follow if the stock market closed for a week (as it did in the wake of 9/11)—or longer, or if a merger were delayed or large investment project postponed for a few weeks, or if an initial public offering happened next month rather than this. The millisecond improvement in data transmission between New York and Chicago has no significance whatever outside the absurd world of computers trading with each other. The tight coupling is simply unnecessary: the perpetual flow of ‘information’ part of a game that traders play which has no wider relevance, the excessive hours worked by many employees a tournament in which individuals compete to display their alpha qualities in return for large prizes. The traditional bank manager’s culture of long lunches and afternoons on the golf course may have yielded more useful information about business than the Bloomberg terminal. Lehman ~ John Kay, #NFDB
1310:That same day we drove to Seville to celebrate. I asked someone for the name of the smartest hotel in Seville. Alfonso XIII, came the reply. It is where the King of Spain always stays.
We found the hotel and wandered in. It was amazing. Shara was a little embarrassed as I was dressed in shorts and an old holey jersey, but I sought out a friendly-looking receptionist and told her our story.
“Could you help us out? I have hardly any money.”
She looked us up and down, paused--then smiled.
“Just don’t tell my manager,” she whispered.
So we stayed in a $1,000-a-night room for $100 and celebrated--like the King of Spain.
The next morning we went on a hunt for a ring.
I asked the concierge in my best university Spanish where I would find a good (aka well-priced) jeweler.
He looked a little surprised.
I tried speaking slower. Eventually I realized that I had actually been asking him where I might find a good mustache shop.
I apologized that my Spanish was a little rusty. Shara rolled her eyes again, smiling.
When we eventually found a small local jeweler, I had to do some nifty subcounter mathematics, swiftly converting Spanish pesetas into British pounds, to work out whether or not I could afford each ring Shara tried on.
We eventually settled on one that was simple, beautiful--and affordable. Just.
Love doesn’t require expensive jewelry. And Shara has always been able to make the simple look exquisite.
Luckily. ~ Bear Grylls,#NFDB
1311:efficiently means providing slots in our schedules where we can maintain an attentional set for an extended period. This allows us to get more done and finish up with more energy. Related to the manager/worker distinction is that the prefrontal cortex contains circuits responsible for telling us whether we’re controlling something or someone else is. When we set up a system, this part of the brain marks it as self-generated. When we step into someone else’s system, the brain marks it that way. This may help explain why it’s easier to stick with an exercise program or diet that someone else sets up: We typically trust them as “experts” more than we trust ourselves. “My trainer told me to do three sets of ten reps at forty pounds—he’s a trainer, he must know what he’s talking about. I can’t design my own workout—what do I know?” It takes Herculean amounts of discipline to overcome the brain’s bias against self-generated motivational systems. Why? Because as with the fundamental attribution error we saw in Chapter 4, we don’t have access to others’ minds, only our own. We are painfully aware of all the fretting and indecision, all the nuances of our internal decision-making process that led us to reach a particular conclusion. (I really need to get serious about exercise.) We don’t have access to that (largely internal) process in others, so we tend to take their certainty as more compelling, in many cases, than our own. (Here’s your program. Do it every day.) ~ Daniel J Levitin, #NFDB
1312:When was the last time you made something that someone wasn’t paying you for, and looking over your shoulder to make sure you got it right?” When I ask creatives this question, the answer that comes back all too often is, “I can’t remember.” It’s so easy for creativity to become a means to a very practical end—earning a paycheck and pleasing your client or manager. But that type of work only uses a small spectrum of your abilities. To truly excel, you must also continue to create for the most important audience of all: yourself. In her book The Artist’s Way, Julia Cameron discusses a now well-known practice that she calls “morning pages.” She suggests writing three pages of free-flowing thought first thing in the morning as a way to explore latent ideas, break through the voice of the censor in your head, and get your creative juices flowing. While there is nothing immediately practical or efficient about the exercise, Cameron argues that it’s been the key to unlocking brilliant insights for the many people who have adopted it as a ritual. I’ve seen similar benefits of this kind of “Unnecessary Creation” in the lives of creative professionals across the board. From gardening to painting with watercolors to chipping away at the next great American novel on your weekends, something about engaging in the creative act on our own terms seems to unleash latent passions and insights. I believe Unnecessary Creation is essential for anyone who works with his or her mind. ~ Jocelyn K Glei, #NFDB
1313:The petty terror that reigns there and makes everyone so stiff is not that of the Bolshevik Party. It’s more like that of fashion, that terror which no one exerts in person, but which affects everyone alike. In these milieus, one is afraid of not being radical anymore, just as elsewhere one fears not being fashionable, cool or hip. It doesn’t take much to spoil a reputation. One avoids going to the root of things in favor of a superficial consumption of theories, demos, and relations. The fierce competition between groups and inside them causes them to periodically implode. But there’s always fresh, young, and abused flesh to make up for the departure of the exhausted, the damaged, the disgusted, and the emptied-out. An a posteriori bewilderment overtakes the person who’s deserted these circles: how can anyone submit to such a mutilating pressure for such enigmatic stakes? It’s approximately the same kind of bewilderment that must take hold of any overworked ex-manager turned baker when he looks back on his previous life. The isolation of these milieus is structural: between them and the world they’ve interposed radicality as a standard. They don’t perceive phenomena anymore, just their measure. At a certain point in the autophagy, some will compete for most radical by critiquing the milieu itself, which won’t make the slightest dent in its structure.“It seems to us that what really reduces our freedom,” wrote Malatesta, “and makes intiative impossible, is disempowering isolation ~ Anonymous, #NFDB
1314:I imagine this conversation after a stranger is told No by a woman he has approached: MAN: What a bitch. What’s your problem, lady? I was just trying to offer a little help to a pretty woman. What are you so paranoid about? WOMAN: You’re right. I shouldn’t be wary. I’m overreacting about nothing. I mean, just because a man makes an unsolicited and persistent approach in an underground parking lot in a society where crimes against women have risen four times faster than the general crime rate, and three out of four women will suffer a violent crime; and just because I’ve personally heard horror stories from every female friend I’ve ever had; and just because I have to consider where I park, where I walk, whom I talk to, and whom I date in the context of whether someone will kill me or rape me or scare me half to death; and just because several times a week someone makes an inappropriate remark, stares at me, harasses me, follows me, or drives alongside my car pacing me; and just because I have to deal with the apartment manager who gives me the creeps for reasons I haven’t figured out, yet I can tell by the way he looks at me that given an opportunity he’d do something that would get us both on the evening news; and just because these are life-and-death issues most men know nothing about so that I’m made to feel foolish for being cautious even though I live at the center of a swirl of possible hazards DOESN’T MEAN A WOMAN SHOULD BE WARY OF A STRANGER WHO IGNORES THE WORD ‘NO’. ~ Gavin de Becker, #NFDB
1315:The first thing to understand is that just because somebody interviewed well and reference-checked great, that does not mean she will perform superbly in your company. There are two kinds of cultures in this world: cultures where what you do matters and cultures where all that matters is who you are. You can be the former or you can suck. You must hold your people to a high standard, but what is that standard? I discussed this in the section “Old People.” In addition, keep the following in mind: You did not know everything when you hired her. While it feels awkward, it is perfectly reasonable to change and raise your standards as you learn more about what’s needed and what’s competitive in your industry. You must get leverage. Early on, it’s natural to spend a great deal of time integrating and orienting an executive. However, if you find yourself as busy as you were with that function before you hired or promoted the executive, then she is below standard. As CEO, you can do very little employee development. One of the most depressing lessons of my career when I became CEO was that I could not develop the people who reported to me. The demands of the job made it such that the people who reported to me had to be 99 percent ready to perform. Unlike when I ran a function or was a general manager, there was no time to develop raw talent. That can and must be done elsewhere in the company, but not at the executive level. If someone needs lots of training, she is below standard. ~ Ben Horowitz, #NFDB
1316:Let me come up,” he said. “I want to be sure your room is totally safe.” “Noah, Arnie just called me a half hour ago. No way he could have driven over here and hidden under my bed.” “Okay, point taken. Let me come up anyway. I want to kiss you good-night.” “Listen, I’m bad with men. I seem to make all the wrong choices, which is why I decided it would be best if I gave them up, at least until my kids grow up, move out and own their own real estate. And I’m sure not getting involved with some guy who’s just going to chuck me in a couple of weeks because, believe it or not, I’m just not casual about stuff like this. And you’re too easy to like, so stop trying to trip me up.” He laughed at her. “Come on, Ellie, it’s good you like me. We shouldn’t be kissing if you don’t like me. And I would never chuck you—I’m considerate. Responsible.” “In order for me to even think of going off my man-diet, I need more than considerate and responsible. I want someone who isn’t going to die or stick up the night manager or treat me and my kids bad! Or leave! Or let me leave! I’m looking for soul-deep, lifetime, unbreakable, unbearable passion. Love to the nth degree. The real thing for once, not some poor excuse for it. And certainly not just consideration. I’m not looking for some polite version of love, but the real thing.” Then she backed away. “No, forget I said that. I don’t even want that—it would just mess up my already messed-up life. Don’t make me want you. Now go home and don’t press your luck!” And ~ Robyn Carr, #NFDB
1317:That’s one of the key challenges of remote work: keeping everyone’s outlook healthy and happy. That task is insurmountable if you’ve stacked your team with personalities who tend to let their inner asshole loose every now and again. Even for people with the best intentions, relations can go astray if the work gets stressful (and what work doesn’t occasionally?). The best ballast you can have is as many folks in your boat as possible with a thoroughly optimistic outlook. We’re talking about people who go out of their way to make sure everyone is having a good time. Remember: sentiments are infectious, whether good or bad. That’s also why it’s as important to continuously monitor the work atmosphere as to hire for it. It’s never a good idea to let poisonous people stick around to spoil it for everyone else, but in a remote-work setup it’s deadly. When you’re a manager and your employees are far flung, it’s impossible to see the dread in their eyes, and that can be fatal. With respect to drama, it therefore makes sense to follow the “No Broken Windows” theory of enforcement. What are we talking about? Well, in the same way that New York cracked down in the ’90s on even innocuous offenses like throwing rocks through windows or jumping the turnstile, a manager of remote workers needs to make an example of even the small stuff—things like snippy comments or passive-aggressive responses. While this responsibility naturally falls to those in charge, it works even better if policed by everyone in the company. ~ Jason Fried, #NFDB
1318:Now here comes the tricky part: in some cases, the gatekeeper has a little more authority, like an office manager or executive assistant. In these cases, it is okay to deliver your opening value statement briefly—just so they know what it is about—but then it is highly important to try to get through to the decision maker as soon as possible. Here are a few ways to do that. The best way is to quickly qualify for decision‐maker status. As soon as you ask if he or she makes the decision on what you are selling and are told that someone else makes the decision, that is your cue to ask to be put through to the actual DM. By the way, never say, “decision maker.” Rather, use the contact's name. Try: “Oh, I see. I'll tell you what: if you would put me through to [DM—contact's name] briefly, I'll explain what this is about, and if he (or she) is interested in learning more, I can make an appointment that fits his/her schedule. I will be happy to hold on while you connect me.” Or “It sounds like the best thing to do before I send something is to have just a few words with [DM], and that way I can save us both a lot of time depending on their level of interest. Could you please let [DM] know that I'm holding, please?” Or “Before I bother you with emails and then follow‐up calls, why don't you put me in touch with [the boss/DM] briefly, and I will see if there is an interest on his/her side. If so, I will take the appropriate action. If not, we will save us all a lot of time. Could you let [the DM] know I'm holding, please? ~ Mike Brooks, #NFDB
1319:Boyfriend #11
Clark Barnyard, Age Twenty-Three
Still not over boyfriend #9 and humiliated by #10, Jane declared she would shed her victimhood and become the elusive predator--fierce, independent, solitary!...except there was this guy at work, Clark. He’d made her laugh during company meetings, he’d share his fries with her at lunch, declaring that she needed fattening up. He was in layout at the magazine, and she’d go to his cubicle and sit on the edge of his desk, chatting for longer than made her manager comfortable. He was a few years younger than her, so it seemed innocent somehow. When he asked her out at last, despite the dark stickiness of foreboding, she didn’t turn him down.
He cooked her dinner at his place and was goofy and tender, nuzzling her neck and making puppy noises. They started to kiss on the couch, and it was nice or approximately sixty seconds until his hand started hunting for her bra hooks. In the front. It was so not Mr. Darcy.
“Whoa, there, cowboy,” she said, but he was “in the groove” and had to be told to stop three or four times before he finally pried his fingers off her breasts and stood up, rubbing his eyes.
“What’s the problem, honey?” he asked, his voice stumbling on that last word.
She said he was moving too fast, and he said, then what in the hell had they been building up to over the past six months?
Jane sized up the situation to her own satisfaction: “You are no gentleman.”
Then Clark summed up in his own special way: “Hasta la vista, baby.” ~ Shannon Hale,#NFDB
1320:The Swagman
Kind friends, pray give attention
To this, my little song.
Some rum things I will mention,
And I'll not detain you long.
Up and down this country
I travel, don't you see,
I'm a swagman on the wallaby,
Oh! don't you pity me.
I'm a swagman on the wallaby,
Oh! don't you pity me.
At first I started shearing,
And I bought a pair of shears.
On my first sheep appearing,
Why, I cut off both its ears.
Then I nearly skinned the brute,
As clean as clean could he.
So I was kicked out of the shed,
Oh! don't you pity me, &c.
I started station loafing,
Short stages and took my ease;
So all day long till sundown
I'd camp beneath the trees.
Then I'd walk up to the station,
The manager to see.
"Boss, I'm hard up and I want a job,
Oh! don't you pity me," &c.
Says the overseer: "Go to the hut.
Says the overseer: "Go to the hut.
In the morning I'll tell you
If I've any work about
I can find for you to do."
But at breakfast I cuts off enough
For dinner, don't you see.
And then my name is Walker.
Oh! don't you pity me.
I'm a swagman, &c.
485
And now, my friends, I'll say good-bye,
For I must go and camp.
For if the Sergeant sees me
He may take me for a tramp;
But if there's any covey here
What's got a cheque, d'ye see,
I'll stop and help him smash it.
Oh! don't you pity me.
I'm a swagman on the wallaby,
Oh! don't you pity me.
~ Banjo Paterson,#NFDB
1321:Ten things you should never do when you form a group 1.Work with your friends (they won’t be for long if you do) 2.Let the singer do his own backing vocals (this is a great opportunity for the band to pull together – ignore it at your peril; see also ‘narcissism’) 3.Have a couple in the band (they will always conspire against you) 4.Listen to an A&R man (apart from Pete Tong, everyone I have ever met has been an idiot) 5.Let your manager open a club/bar (see The Haçienda: How Not to Run a Club) 6.Let the publishing/performance split go unspoken (sort it out as soon as the recording is finished and put it in writing; this is the worst thing you will ever have to do, but the most important, and usually splits most bands before they even start) 7.Get off the bus (Fatty Molloy did this once and has regretted it ever since) 8.Think one member is bigger than the group (courtesy Gene Simmons again) 9.Sign anything that says ‘in perpetuity’ (that means forever, even you won’t live that long) 10.Let your record company owe you money (see Factory Records) 11.Ship your gear – always hire (a very famous sub-dance sub-indie outfit once phoned their manager after they’d split and said, ‘Hey, where did all the money go?’ See above!) 12.Interfere with another group member’s sleep (they will turn very nasty and may call the police) 13.Interfere with another group member’s girlfriend/wife (this will always end in violence) 14.Never have a party in your own hotel room (always go to someone else’s) . . . Oh shit, way too many. I’ll stop now. ~ Peter Hook, #NFDB
1322:While I ate a peanut butter sandwich later, I switched on the news. A microphone was shoved in Hank's face and I blinked at him in shock. He was angry—extremely so—and not just with the reporter—I could tell by his words.
"Yes, my assistant manager didn't show up for work last night. I called the police because John is always on time and never misses a shift. I am only discovering now, through you, that his body was found near the wharf an hour ago."
"The police didn't call you?" The reporter—a young woman—feigned surprise.
"No. I assume they notified John's family first. How did you learn of the murder?"
"Through ah, well, the usual channels," she stuttered. I figured she'd gotten information through a source or listened in on police communications.
"You probably shouldn't mess with Hank right now," I spoke to the television screen. Too bad the reporter couldn't hear me.
"Are you involved in your assistant manager's disappearance?" Her question proved (to me, at least) that she had very little common sense.
"My whereabouts have already been disclosed to the police, who are in charge of this investigation, no matter how much you'd prefer to believe otherwise," Hank growled. "Where were you when my assistant manager disappeared?"
"What?" she squeaked.
"I can account for my time last night. Can you?" I almost laughed as she turned a bright pink. Yes, I dropped my shield and read her. She'd been in bed with her (married) producer. The station quickly cut to commercial while I snickered. ~ Connie Suttle,#NFDB
1323:In this talk, I tell the story of how, when I was first a manager at New York Tech, I didn’t feel like a manager at all. And while I liked the idea of being in charge, I went to work every day feeling like something of a fraud. Even in the early years of Pixar, when I was the president, that feeling didn’t go away. I knew many presidents of other companies and had a good idea of their personality characteristics. They were aggressive and extremely confident. Knowing that I didn’t share many of those traits, again I felt like a fraud. In truth, I was afraid of failure. Not until about eight or nine years ago, I tell them, did the imposter feeling finally go away. I have several things to thank for that evolution: my experience of both weathering our failures and watching our films succeed; my decisions, post–Toy Story, to recommit myself to Pixar and its culture; and my enjoyment of my maturing relationship with Steve and John. Then, after fessing up, I ask the group, “How many of you feel like a fraud?” And without fail, every hand in the room shoots up. As managers, we all start off with a certain amount of trepidation. When we are new to the position, we imagine what the job is in order to get our arms around it, then we compare ourselves against our made-up model. But the job is never what we think it is. The trick is to forget our models about what we “should” be. A better measure of our success is to look at the people on our team and see how they are working together. Can they rally to solve key problems? If the answer is yes, you are managing well. ~ Ed Catmull, #NFDB
1324:No one has expressed what is needed better than Abdel Rahman al-Rashed, the general manager of the London-based al-Arabiya news channel. One of the best-known and most respected Arab journalists working today, he wrote the following, in Al-Sharq Al-Awsat (September 6, 2004), after a series of violent incidents involving Muslim extremist groups from Chechnya to Saudi Arabia to Iraq: "Self-cure starts with self-realization and confession. We should then run after our terrorist sons, in the full knowledge that they are the sour grapes of a deformed culture... The mosque used to be a haven, and the voice of religion used to be that of peace and reconciliation. Religious sermons were warm behests for a moral order and an ethical life. Then came the neo-Muslims. An innocent and benevolent religion, whose verses prohibit the felling of trees in the absence of urgent necessity, that calls murder the most heinous of crimes, that says explicitly that if you kill one person you have killed humanity as a whole, has been turned into a global message of hate and a universal war cry... We cannot clear our names unless we own up to the shameful fact that terrorism has become an Islamic enterprise; an almost exclusive monopoly, implemented by Muslim men and women. We cannot redeem our extremist youth, who commit all these heinous crimes, without confronting the Sheikhs who thought it ennobling to reinvent themselves as revolutionary ideologues, sending other people's sons and daughters to certain death, while sending their own children to European and American schools and colleges. ~ Thomas L Friedman, #NFDB
1325:Poor fool! If he had only left that shutter alone. He had no restraint, no restraint—just like Kurtz—a tree swayed by the wind. As soon as I had put on a dry pair of slippers, I dragged him out, after first jerking the spear out of his side, which operation I confess I performed with my eyes shut tight. His heels leaped together over the little doorstep; his shoulders were pressed to my breast; I hugged him from behind desperately. Oh! he was heavy, heavy; heavier than any man on earth, I should imagine. Then without more ado I tipped him overboard. The current snatched him as though he had been a wisp of grass, and I saw the body roll over twice before I lost sight of it for ever. All the pilgrims and the manager were then congregated on the awning–deck about the pilot–house, chattering at each other like a flock of excited magpies, and there was a scandalized murmur at my heartless promptitude. What they wanted to keep that body hanging about for I can’t guess. Embalm it, maybe. But I had also heard another, and a very ominous, murmur on the deck below. My friends the wood–cutters were likewise scandalized, and with a better show of reason—though I admit that the reason itself was quite inadmissible. Oh, quite! I had made up my mind that if my late helmsman was to be eaten, the fishes alone should have him. He had been a very second–rate helmsman while alive, but now he was dead he might have become a first–class temptation, and possibly cause some startling trouble. Besides, I was anxious to take the wheel, the man in pink pyjamas showing himself a hopeless duffer at the business. ~ Joseph Conrad, #NFDB
1326:If Makar Denisych was just a clerk or a junior manager, then no one would have dared talk to him in such a condescending, casual tone, but he is a 'writer', and a talentless mediocrity!
People like Mr Bubentsov do not understand anything about art and are not very interested in it, but whenever they happen to come across talentless mediocrities they are pitiless and implacable, They are ready to forgive anyone, but not Makar, that eccentric loser with manuscripts lying in his trunk. The gardener damaged the old rubber plant, and ruined lots of expensive plants, and the general does nothing and goes on spending money like water; Mr Bubentsov only got down to work once a month when he was a magistrate, then stammered, muddled up the laws, and spoke a lot of rubbish, but all this is forgiven and not noticed; but there is no way that anyone can pass by the talentless Makar, who writes passable poetry and stories, without saying something offensive. No one cares that the general's sister-in-law slaps the maids' cheeks, and swears like a trooper when she is playing cards, that the priest's wife never pays up when she loses, and the landowner Flyugin stole a a dog from the landower Sivobrazov, but the fact that Our Province returned a bad story to Makar recently is know to the whole district and has provoked mockery, long conversations and indignation, while Makar Denisych is already being referred to as old Makarka.
If someone does not write the way required, they never try to explain what is wrong, but just say:
'That bastard has gone and written another load of rubbish! ~ Anton Chekhov,#NFDB
1327:When assigning responsibilities to employees in a startup, you could start by treating it as a simple optimization problem to efficiently match talents with tasks. But even if you could somehow get this perfectly right, any given solution would quickly break down. Partly that’s because startups have to move fast, so individual roles can’t remain static for long. But it’s also because job assignments aren’t just about the relationships between workers and tasks; they’re also about relationships between employees. The best thing I did as a manager at PayPal was to make every person in the company responsible for doing just one thing. Every employee’s one thing was unique, and everyone knew I would evaluate him only on that one thing. I had started doing this just to simplify the task of managing people. But then I noticed a deeper result: defining roles reduced conflict. Most fights inside a company happen when colleagues compete for the same responsibilities. Startups face an especially high risk of this since job roles are fluid at the early stages. Eliminating competition makes it easier for everyone to build the kinds of long-term relationships that transcend mere professionalism. More than that, internal peace is what enables a startup to survive at all. When a startup fails, we often imagine it succumbing to predatory rivals in a competitive ecosystem. But every company is also its own ecosystem, and factional strife makes it vulnerable to outside threats. Internal conflict is like an autoimmune disease: the technical cause of death may be pneumonia, but the real cause remains hidden from plain view. ~ Peter Thiel, #NFDB
1328:EXPERIMENT That our beliefs about the capability of others have a direct impact on their performance has been adequately demonstrated in a number of experiments from the field of education. In these tests teachers are told, wrongly, that a group of average pupils are either scholarship candidates or have learning difficulties. They teach a set curriculum to the group for a period of time. Subsequent academic tests show that the pupils’ results invariably reflect the false beliefs of their teachers about their ability. It is equally true that the performance of employees will reflect the beliefs of their managers. For example, Fred sees himself as having limited potential. He feels safe only when he operates well within his prescribed limit. This is like his shell. His manager will only trust him with tasks within that shell. The manager will give him task A, because he trusts Fred to do it and Fred is able to do it. The manager will not give him task B, because he sees this as beyond Fred’s capability. He sees only Fred’s performance, not his potential. If he gives the task to the more experienced Jane instead, which is expedient and understandable, the manager reinforces or validates Fred’s shell and increases its strength and thickness. He needs to do the opposite, to help Fred venture outside his shell, to support or coach him to success with task B. To use coaching successfully we have to adopt a far more optimistic view than usual of the dormant capability of all people. Pretending we are optimistic is insufficient because our genuine beliefs are conveyed in many subtle ways of which we are not aware. ~ John Whitmore, #NFDB
1329:Dwayne Hoover, incidentally, had an unusually large penis, and didn’t even know it. The few women he had had anything to do with weren’t sufficiently experienced to know whether he was average or not. The world average was five and seven-eighths inches long, and one and
one-half inches in diameter when engorged with blood. Dwayne’s was seven inches long and two and one-eighth inches in diameter when engorged with blood.
Dwayne’s son Bunny had a penis that was exactly average.
Kilgore Trout had a penis seven inches long, but only one and one-quarter inches in diameter...
Harry LeSabre, Dwayne’s sales manager, had a penis five inches long and two and one-eighth inches in diameter.
Cyprian Ukwende, the black physician from Nigeria, had a penis six and seven-eighths inches long and one and three-quarters inches in diameter.
Don Breedlove, the gas-conversion unit installer who raped Patty Keene, had a penis five and seven-eighths inches long and one and seven-eighths inches in diameter.
Patty Keene had thirty-four-inch hips, a twenty-six-inch waist, and a thirty-four-inch bosom.
Dwayne’s late wife had thirty-six-inch hips, a twenty-eight-inch waist, and a thirty-eight-inch bosom when he married her. She had thirty- nine-inch hips, a thirty-one-inch waist, and a thirty-eight-inch bosom when she ate Dr‚no.
His mistress and secretary, Francine Pefko, had thirty-seven-inch hips, a thirty-inch waist, and a thirty-nine-inch bosom. His stepmother at the time of her death had thirty-four-inch hips, a twenty-four-inch waist, and a thirty-three-inch bosom. ~ Kurt Vonnegut,#NFDB
1330:We bring this lamentable recital to a close. There can be no doubt that John's remarkable vision had come to pass: A city on seven hills sated with wealth, which claimed a special relationship to God and Christ, literally ruled over the kings of the earth. As with the other identifying criteria John provides, there is only one city in history (and only one today) which passes this test. Peter de Rosa reminds us of what must have shocked John: Jesus renounced possessions. He constantly taught: "Go, sell all thou hast and give to the poor, then come and follow me." He preached doom to the rich and powerful. . . . Christ's Vicar lives surrounded by treasures, some of pagan origin. Any suggestion that the pope should sell all he has and give to the poor is greeted with derision as impractical. The rich young man in the gospel reacted in the same way. Throughout his life, Jesus lived simply; he died naked, offering the sacrifice of his life on the cross. When the pope renews that sacrifice at pontifical high mass, no greater contrast could be imagined. Without any sense of irony, Christ's Vicar is clad in gold and the costliest silks. . . . the pope has a dozen glorious titles, including State Sovereign. The pope's aides also have titles somewhat unexpected in the light of the Sermon on the Mount: Excellency, Eminence, Your Grace, My Lord, Illustrious One, Most Reverend, and so on. . . . Peter, always penniless, would be intrigued to know that according to canon 1518. . .his successor is "the supreme administrator and manager of all church properties." Also that the Vatican has its own bank. . . .30 ~ Dave Hunt, #NFDB
1331:Very much as I expected," Mason said cautiously."And do you want to do something that is for the best interests of your client?" "Very much. " "If," the voice said, "you will adhere to the bargain I outlined to you, you should be able to score another triumph over the prosecution, have the defendant released and have the case thrown out of court."Both my son and I are in a position to testify, if necessary, that when we entered that unit the man was lying on the floor breathing heavily and we thought he was drunk. And I will testify that I was the one who made the phone call to the manager of the motel. " "Suppose I simply subpoena you and put you on the stand?" Mason asked. She laughed and said, "Come, come, Mr.Mason, you're a veteran attorney. You could hardly commit a booboo of that sort. Think of what it would mean if I should state the man was alive and well when I left. " "And your price?" Mason asked."You know my price.Complete, utter silence about matters which will affect my property status and my social status.Good-by, Mr.Mason. " The receiver clicked at the other end of the line. Della Street raised inquiring eyebrows. Mason said, "Paul, you're going to have to pick up lunch somewhere along the line. I want you to go out to the Restawhile Motel. I want you to take a stop watch. I want you to get the manager to walk rapidly from the switchboard, out the front door, down to Unit to. I want you to have her open the door, walk inside, turn around, walk back, pick up the telephone, call police headquarters and ask what time it is. See how long it takes and report to me. " "Okay," Drake said."What time do you want me back here?" 171 ~ Anonymous, #NFDB
1332:Consider James D. Sinegal, co-founder and CEO of Costco, a warehouse retailer. His salary in 2003 was $350,000, which is just about ten times what is earned by his top hourly employees and roughly double that of a typical Costco store manager. Costco also pays 92.5% of employee health-care costs. Sinegal could take a lot more goodies for himself, but has refused a bonus in profitable years because “we didn’t meet the standards that we had set for ourselves,” and he has sold only a modest percentage of his stock over the years. Even Costco’s compensation committee acknowledges that he is underpaid. Sinegal believes that by taking care of his people and staying close to them, they will provide better customer service, Costco will be more profitable, and everyone (including shareholders like himself) will win. Sinegal takes other steps to reduce the “power distance” between himself and other employees. He visits hundreds of Costco stores a year, constantly mixing with the employees as they work and asking questions about how he can make things better for them and Costco customers. Despite continuing skepticism from analysts about wasting money on labor costs, Costco’s earnings, profits, and stock price continue to rise. Treating employees fairly also helps the bottom line in other ways, as Costco’s “shrinkage rate” (theft by employees and customers) is only two-tenths of 1%; other retail chains suffer ten to fifteen times the amount. Sinegal just sees all this as good business because, when you are a CEO, “everybody is watching you every minute anyway. If they think the message you’re sending is phony, they are going to say, ‘Who does he think he is? ~ Robert I Sutton, #NFDB
1333:No matter how narrow our perceptions become in the daily obsessions of the organization, there is no such thing as a life lived only within an organization. There are other necessities calling us to a much greater participation than any corporation can offer. The most efficiently run, streamlined organization, the best-groomed, most-organized executive is interwoven with the ragged vagaries of creation, and despite our best attempts to anchor ourselves in the concrete foundations of profitability and permanence, we remain forever at the whim, mercy, and pleasure of the wind-blown world.
Ironically, we bring more vitality into our organizations when we refuse to make their goals the measure of our success and start to ask about the greater goals they might serve, and when we stop looking to them as parents who will supply necessities we can only obtain when we wrestle directly with our own destiny.
In a sense, we place the same burdens on our organizational life as we place on the rest of our existence. We feel there is something wrong at the center of it all, and we have to put it right. We are forever looking for a cure for our ills. We do this by placing ourselves in the position of manager, of thus managing change. Unless it is managed, something is wrong. But our real unconscious and underlying wish is to find a cure for the impermanence of life, and for that there is no remedy. Most of the difficulties we confront at work are no different from those human beings have been dealing with for millenia. Life is full of loneliness, failure, grief, and loss to an extent that terrifies us, and we will do anything to will ourselves another existence. ~ David Whyte,#NFDB
1334:The System The denunciation of a dictatorship’s crimes doesn’t end with a list of the tortured, murdered, and disappeared. The machine gives you lessons in egoism and lies. Solidarity is a crime. To save yourself, the machine teaches, you have to be a hypocrite and a louse. The person who kisses you tonight will sell you tomorrow. Every favor breeds an act of revenge. If you say what you think, they smash you, and nobody deserves the risk. Doesn’t the unemployed worker secretly wish the factory will fire the other guy in order to take his place? Isn’t your neighbor your competition and enemy? Not long ago, in Montevideo, a little boy asked his mother to take him back to the hospital, because he wanted to be unborn. Without a drop of blood, without even a tear, the daily massacre of the best in every person is carried out. Victory for the machine: people are afraid of talking and looking at one another. May nobody meet anybody else. When someone looks at you and keeps looking, you think, “He’s going to screw me.” The manager tells the employee, who was once his friend, “I had to denounce you. They asked for the lists. Some name had to be given. If you can, forgive me.” Out of every thirty Uruguayans, one has the job of watching, hunting down, and punishing others. There is no work outside the garrisons and the police stations, and in any case to keep your job you need a certificate of democratic faith given by the police. Students are required to denounce their fellow students, children are urged to denounce their teachers. In Argentina, television asks, “Do you know what your child is doing right now?” Why isn’t the murder of souls through poisoning written up on the crime page? ~ Eduardo Galeano, #NFDB
1335:At the very least, a mortgage had to be pooled with other mortgages of other homeowners. Traders and investors would trust statistics and buy into a pool of several thousand mortgage loans made by a Savings and Loan, of which, by the laws of probability, only a small fraction should default. Pieces of paper could be issued that entitled the bearer to a pro-rata share of the cash flows from the pool, a guaranteed slice of a fixed pie. There could be millions of pools, each of which held mortgages with particular characteristics, each pool in itself homogeneous. It would hold, for example, home mortgages of less than one hundred and ten thousand dollars paying an interest rate of 12 per cent. The holder of the piece of paper from the pool would earn 12 per cent a year on his money plus his share of the repayments of principal from the homeowners. Thus standardised, the pieces of paper could be sold to an American pension fund, to a Tokyo trust company, to a Swiss bank, to a tax-evading Greek shipping tycoon living in a yacht in the harbour of Monte Carlo, to anyone with money to invest. Thus standardised, the pieces of paper could be traded. All the trader would see was the bond. All the trader wanted to see was the bond. A bond he could whip and drive. A line which would never be crossed could be drawn down the centre of the market. On one side would be the homeowner, on the other, investors and traders. The two groups would never meet; this is curious in view of how personal it seems to lend a fellow man the money to buy his home. The homeowner would only see his local Savings and Loan manager from whom the money came, and to whom it was, over time, returned. Investors and traders would see paper. Bob ~ Michael Lewis, #NFDB
1336:The book led another CEO to institute a new way of tackling problems in the company. Whereas before, he would go to the person he thought was causing the problem and demand that that person fix it, the CEO began to consider how he himself might have contributed to the problem. He then convened a meeting including each person in the chain of command down to the level where the problem was manifest. He began the meeting by identifying the problem. He laid out all the ways he thought he had negatively contributed to the culture that had produced the problem and proposed a plan to rectify his contributions to the problem. He invited the person directly below him to do the same thing. And so on down the line. By the time it got to the person most immediately responsible for the problem, that person publicly took responsibility for his contributions to the problem and then proposed a plan for what he would do about it. In this way, a problem that had gone on literally for years was solved nearly overnight when the leaders stopped simply assigning responsibility and began holding themselves strictly accountable. This is now the model in that company for solving every problem encountered. This level of personal accountability in an organization should be every leader’s dream. What our experience tells us, and what we try to communicate in this book, is that in order to move from merely dreaming about a culture of responsibility-taking and accountability to actually experiencing it, the accountability has to start with the leader—whether that leader is the CEO, a division VP, a line manager, or a parent. The most effective leaders lead in this single way: by holding themselves more accountable than all. ~ The Arbinger Institute, #NFDB
1337:When I first started to run the Jingu Gaien course, Toshihiko Seko was still an active runner and he used this course too. The S&B team used this course every day for training, and over time we naturally grew to know each other by sight. Back then I used to jog there before seven a.m. — when the traffic wasn’t bad, there weren’t as many pedestrians, and the air was relatively clean—and the S&B team members and I would often pass each other and nod a greeting. On rainy days we’d exchange a smile, a guess-we’re-both-havingit-tough kind of smile.
I remember two young runners in particular, Taniguchi and Kanei. They were both in their late twenties, both former members of the Waseda University track team, where they’d been standouts in the Hakone relay race. After Seko was named manager of the S&B team, they were expected to be the two young stars of the team. They were the caliber of runner expected to win medals at the Olympics someday, and hard training didn’t faze them. Sadly, though, they were killed in a car accident when the team was training together in Hokkaido in the summer. I’d seen with my own eyes the tough regimen they’d put themselves through, and it was a real shock when I heard the news of their deaths. It hurt me to hear this, and I felt it was a terrible waste.
Even now, when I run along Jingu Gaien or Asakasa Gosho, sometimes I remember these other runners. I’ll round a corner and feel like I should see them coming toward me, silently running, their breath white in the morning air. And I always think this: They put up with such strenuous training, and where did their thoughts, their hopes and dreams, disappear to? When people pass away, do their thoughts just vanish? ~ Haruki Murakami,#NFDB
1338:Legal risks may be daunting, but you may be surprised to learn that the most common objection I have heard over the years to building an MVP is fear of competitors—especially large established companies—stealing a startup’s ideas. If only it were so easy to have a good idea stolen! Part of the special challenge of being a startup is the near impossibility of having your idea, company, or product be noticed by anyone, let alone a competitor. In fact, I have often given entrepreneurs fearful of this issue the following assignment: take one of your ideas (one of your lesser insights, perhaps), find the name of the relevant product manager at an established company who has responsibility for that area, and try to get that company to steal your idea. Call them up, write them a memo, send them a press release—go ahead, try it. The truth is that most managers in most companies are already overwhelmed with good ideas. Their challenge lies in prioritization and execution, and it is those challenges that give a startup hope of surviving.10 If a competitor can outexecute a startup once the idea is known, the startup is doomed anyway. The reason to build a new team to pursue an idea is that you believe you can accelerate through the Build-Measure-Learn feedback loop faster than anyone else can. If that’s true, it makes no difference what the competition knows. If it’s not true, a startup has much bigger problems, and secrecy won’t fix them. Sooner or later, a successful startup will face competition from fast followers. A head start is rarely large enough to matter, and time spent in stealth mode—away from customers—is unlikely to provide a head start. The only way to win is to learn faster than anyone else. Many startups plan to invest ~ Eric Ries, #NFDB
1339:Todd the manager was at her cubicle the moment her chair squeaked.
“How you doin’, Jane?” he asked in his oft-affected pseudo-Sopranos accent.
“Fine.”
She stared. He had a new haircut. His white blond hair was now spiked with an incredible amount of pomade that smelled of raspberries, a do that could only be carried off with true success by a fifteen-year-old boy wielding an impressive and permanent glare. Todd was grinning. And forty-three. Jane wondered if politeness required her to offer a compliment on something glaringly obvious.
“Uh…you, your hair is different.”
“Hey, girls always notice the hair. Right? Isn’t that basically right?”
“I guess I just proved it,” she said sadly.
“Super. Hey, listen,” he sat on the edge of her desk, “we’ve got a last-minute addition that needs special attention. It may seem like your basic stock photo array, but don’t be fooled! This is for the all-important page sixteen layout. I’d give this one to your basic interns, but I’m choosing you because I think you’d do a super job. What d’you say?”
“Sure thing, Todd.”
“Su-per.” He gave her two thumbs-up and held them there, smiling, his eyes unblinking. After a few moments, Jane cringed. What did he want her to do? Was she supposed to high-five his thumbs? Touch thumb-pad to thumb-pad? Or did he just leave them there so long for emphasis?
The silence quivered. At last Jane opted for raising her own thumbs in a mirror of the Todd salute.
“All right, my lady Jane.” He nodded, still with the thumbs up, and kept them up as he walked away. At least he hadn’t asked her out again. Why was it that when she was aching for a man, everyone was married, but when she was giving them up, so many men were so awkwardly single? ~ Shannon Hale,#NFDB
1340:Better take her uniform -- all that gear," the second MetaCop suggests, not
unlewdly.
The manager looks at Y.T., trying not to let his gaze travel sinfully up and
down her body. For thousands of years his people have survived on alertness:
waiting for Mongols to come galloping over the horizon, waiting for repeat
offenders to swing sawed-off shotguns across their check-out counters. His
alertness right now is palpable and painful; he's like a goblet of hot
nitroglycerin. The added question of sexual misconduct makes it even worse. To
him it's no joke.
Y.T. shrugs, trying to think of something unnerving and wacky. At this point,
she is supposed to squeal and shrink, wriggle and whine, swoon and beg. They
are threatening to take her clothes. How awful. But she does not get upset
because she knows that they are expecting her to.
A Kourier has to establish space on the pavement. Predictable law-abiding
behavior lulls drivers. They mentally assign you to a little box in the lane,
assume you will stay there, can't handle it when you leave that little box.
Y.T. is not fond of boxes. Y.T. establishes her space on the pavement by
zagging mightily from lane to lane, establishing a precedent of scary
randomness. Keeps people on their toes, makes them react to her, instead of the
other way round. Now these men are trying to put her in a box, make her follow
rules.
She unzips her coverall all the way down below her navel. Underneath is naught
but billowing pale flesh.
The MetaCops raise their eyebrows.
The manager jumps back, raises both hands up to form a visual shield, protecting
himself from the damaging input. "No, no, nor' he says.
Y.T. shrugs, zips herself back up. ~ Neal Stephenson,#NFDB
1341:A Coming Reunion
Jim's made good in the world out there, an' Kate has a man that's true,
No better, of course, than she deserves; she's rich, but she's happy, too;
Fred is manager, full-fledged now—he's boss of a big concern
An' I lose my breath when I think sometimes of the money that he can earn;
Clever—the word don't mean enough to tell what they really are,
Clever, an' honest an' good an' kind—if you doubt me, ask their Ma.
Proud of 'em! Well, I should say we are, an' we have a right to be,
Some are proud to have one child, an' I am proud of three!
That's all the honor a fellow needs, why Ma an' I often say
There isn't a king or a queen on earth as proud as we are today;
Three babies off in the world out there, all honest an' kind an' true,
That's something to brag of when you are old an' your journey is almost through.
We've stretched the table out a bit, the way that it used to be,
When we were younger—an' here's Ma's chair, an' there is a place for me;
An' there's a chair for our little Kate an' one for the man she wed,
An' yonder, just to the left of Ma, is a place for our baby Fred,
An' Jim, the eldest, will sit by me—they're comin' Thanksgiving day
To sit once more where they used to sit before they went away.
They ain't ashamed of the old, old place, an' they ain't ashamed of me,
An' they're just as proud of their dear old Ma as ever they used to be;
They've got rich friends in the city now, an' there's nothing that's fine they lack,
But their hearts still stay with us here at home, and they joy in the comin' back.
So we've stretched the table out a bit to the length that it was when they
Were youngsters here in the home with us. They're comin' Thanksgiving day.
~ Edgar Albert Guest,#NFDB
1342:He’s not the same as what he was at first.” And yet the “real” Dylan has been popping up in odd places of late. In 2009, police in Long Branch, New Jersey, were alerted to the presence of an “eccentric-looking old man” wandering around a residential neighborhood in the rain and peering into the windows of a house marked with a “for sale” sign. When the police arrived, the man introduced himself as Bob Dylan. He had no identification; the officer, Kristie Buble, then twenty-four, suspected he was an escaped mental patient. It “never crossed my mind,” she said, “that this could really be him.” Dylan politely explained that he was on tour with Willie Nelson, playing a nearby resort. He was taken in the patrol car back to the hotel, where his manager identified him. Dylan was exceedingly “nice” throughout the ordeal, the officer reported, noting his odd request that, once identified, she drive him back to the neighborhood where he’d been picked up. She had interrupted him doing god knows what; she was his Person from Porlock. He has a habit of showing up at the childhood homes of fellow musical legends. The Long Branch neighborhood wasn’t far from a house where Bruce Springsteen had lived while writing Born to Run. In 2008, Dylan and his manager were discovered standing on the front lawn of the home in Winnipeg, Manitoba, where Neil Young had lived as a teenager. The owners gave the men an informal tour, during which Dylan asked a number of “thoughtful questions.” In England a year or so later, Dylan slipped unnoticed into a public tour of John Lennon’s childhood home in Liverpool, where he “lingered” over photos and other artifacts, telling the house’s curator that Lennon’s “simple upbringing was similar to his own.” Standing next to Dylan in Lennon’s childhood bedroom was, the curator reported, “surreal. ~ Anonymous, #NFDB
1343:I remember driving there in the afternoon, and I remember getting there and loading the gear in. I don’t remember the sound check. We had one, I think, but we had no idea what to do because we’d never done one before. No one had the foggiest. Not knowing what to do made it exciting, though. Like, now, everybody’s got a stage manager and a sound guy, lights, and so on. The bands know all about sound checks and levels, equipment and all that. Now they even have music schools to teach you that kind of stuff. Back then you knew fuck-all. You didn’t have anyone professional, just your mates, who, like you, were clueless; you had a disco PA and a sleepy barmaid. It’s something I find quite sad about groups today, funnily enough, the careerism of it all. I saw this program once, a “battle of the bands” sort of thing. It had Alex James from Blur on it and Lauren Laverne and some twat from a record company, and they’d sit there saying what they thought of the band: “Your bass player’s shit and your image needs work; lose the harmonica player.” All the bands just stood there and took it, going, “Cheers, man, we’ll go off and do that.” I couldn’t believe it. I joined a band to tell everyone to fuck off, and if somebody said to me, “Your image is shit,” I’d have gone, “Fuck off, knob head!” And if someone had said, “Your music’s shit,” I would have nutted them. That to me is what’s lacking in groups. They’ve missed out that growing-up stage of being bloody-minded and fucking clueless. You have to have ultimate self-belief. You have to believe right from the word go that you’re great and that the rest of the world has to catch up with you. Of us lot, Ian was the best at that. He believed in Joy Division completely. If any of us got downhearted it was always him who would cheer us up and get us going again. He’d put you back on track. ~ Peter Hook, #NFDB
1344:Greg looked at Aunt Dahlia. “You need to leave.”
“I already told her that,” Ham growled.
Greg ignored Ham like he didn’t exist and said to Aunt Dahlia, “I’ll ask the manager to have you removed.”
“Since I dine here once a month, I doubt he’ll choose removing me over removing the lot of you.”
She twirled her finger in the air to indicate us all.
“Do you think,” Nina started and I looked at her to see her looking at Max, “that this is normal? I mean, does this kind of thing happen to other people in the world? I really want to know.”
Max smiled at his wife. I looked back at Aunt Dahlia to see, scarily, she was looking at me. “You need to phone your father.”
“No, she doesn’t.” This was said by Kami Maxwell. I leaned forward and plonked my forehead on the table.
---
“Is there a problem here?” A mild-mannered-looking suited man I suspected was the manager entered the situation.
“No, I’m simply having a word with my niece,” my aunt replied.
“Yes, this woman interrupted my wife’s dinner in an extremely unpleasant way,” Greg contradicted.
“She’s not your wife,” Ham grunted.
Uh-oh.
Shocking the crap out of me, Greg, with narrowed eyes and anger contorting his face, instantly fired back at Ham, “She’ll always be my wife.”
I went still. The table went still. I fancied the restaurant went still as I was pretty certain I watched ice form in a thick layer, crackling and groaning all around Ham. “Well shit.”
His words were sarcastic but that didn’t mean they weren’t dripping icicles. “See I’m in a position to apologize since I fucked your wife against the wall before we left to come here.”
This was when I plonked my head on the table again.
“Oh my,” Nina breathed as she glanced at Max. “We haven’t done that in a while, darling. We should do that again. ~ Kristen Ashley,#NFDB
1345:In any case, it is not as if the ‘light’ inspection is in any sense preferable for staff than the heavy one. The inspectors are in the college for the same amount of time as they were under the old system. The fact that there are fewer of them does nothing to alleviate the stress of the inspection, which has far more to do with the extra bureaucratic window-dressing one has to do in anticipation of a possible observation than it has to do with any actual observation itself. The inspection, that is to say, corresponds precisely to Foucault’s account of the virtual nature of surveillance in Discipline And Punish. Foucault famously observes there that there is no need for the place of surveillance to actually be occupied. The effect of not knowing whether you will be observed or not produces an introjection of the surveillance apparatus. You constantly act as if you are always about to be observed. Yet, in the case of school and university inspections, what you will be graded on is not primarily your abilities as a teacher so much as your diligence as a bureaucrat. There are other bizarre effects. Since OFSTED is now observing the college’s self-assessment systems, there is an implicit incentive for the college to grade itself and its teaching lower than it actually deserves. The result is a kind of postmodern capitalist version of Maoist confessionalism, in which workers are required to engage in constant symbolic self-denigration. At one point, when our line manager was extolling the virtues of the new, light inspection system, he told us that the problem with our departmental log-books was that they were not sufficiently self-critical. But don’t worry, he urged, any self-criticisms we make are purely symbolic, and will never be acted upon; as if performing self-flagellation as part of a purely formal exercise in cynical bureaucratic compliance were any less demoralizing. ~ Mark Fisher, #NFDB
1346:Prepare yourself to be a winner
You may be in a lower-position job, doing something that seems insignificant. But you know you have so much more in you. It would be easy to slack off and think, “There’s no future here. I’ll prepare as soon as I get out of this place, when good breaks come my way, or when the boss promotes me. Maybe then I’ll take some courses, lose a few pounds, have a better attitude, and buy some nicer clothes.”
That’s backward. You must start improving right where you are. Start sharpening your skills while you’re waiting. Study your manager’s work habits. Study your best supervisor. Learn how to do their jobs. Be ready to step into those shoes.
When God sees you prepare yourself, then He opens new doors. The scripture says, “A man’s gifts makes room for him.” If no new doors are opening, don’t be discouraged. Just develop your gifts in a new way. Improve your skills.
You might feel that your supervisors aren’t going anywhere right now, but if you outgrow them, outperform them, out produce them, and know more than them, your gifts will make room for you. Somewhere, somehow, and some way God will open a door and get you where He wants you to be.
Don’t worry about who is ahead of you or when your time will come. Just keep growing, learning, and preparing. When you are ready, the right doors will open.
The fact is God may not want you to have your supervisor’s position. That may be too low for you. He may want to thrust you right past your boss and put you at a whole new level. I know former receptionists who went from answering the phones to running multi-million-dollar companies.
You can. You will. Develop what’s in you, and you’ll go farther than you can imagine.
Have you come down with destination disease? You’re comfortable, not learning anything new. There’s nothing wrong with that, but you have so much more in you. ~ Joel Osteen,#NFDB
1347:This is not to say that he was not qualified, though he concealed his beginnings as a scullion, to lend a hand like anyone else. It required some exceptional circumstance nevertheless to induce him one day to carve the turkeys himself. I was out, but I heard afterwards that he carved them with a sacerdotal majesty, surrounded, at a respectful distance from the service-table, by a ring of waiters who, endeavouring thereby not so much to learn the art as to curry favour with him, stood gaping in open-mouthed admiration. The manager, however, as he plunged his knife with solemn deliberation into the flanks of his victims, from which he no more deflected his eyes, filled with a sense of his high function, than if he were expecting to read some augury therein, was totally oblivious of their presence. The hierophant was not even conscious of my absence. When he heard of it, he was distressed: “What, you didn’t see me carving the turkeys myself?” I replied that having failed, so far, to see Rome, Venice, Siena, the Prado, the Dresden gallery, the Indies, Sarah in Phèdre, I had learned to resign myself, and that I would add his carving of turkeys to my list. The comparison with the dramatic art (Sarah in Phèdre) was the only one that he seemed to understand, for he had learned through me that on days of gala performances the elder Coquelin had accepted beginners’ roles, even those of characters who had only a single line or none at all. “All the same, I’m sorry for your sake. When shall I be carving again? It will need some great event, it will need a war.” (It needed the armistice, in fact.) From that day onwards, the calendar was changed, and time was reckoned thus: “That was the day after the day I carved the turkeys myself.” “It was exactly a week after the manager carved the turkeys himself.” And so this prosectomy furnished, like the Nativity of Christ or the Hegira, the starting point for a calendar different from the rest, but neither so extensively adopted nor so long observed. ~ Marcel Proust, #NFDB
1348:You're fixing everything I set down." He nods at my hands, which are readjusting the elephant. "It wasn't polite of me to come in and start touching your things."
"Oh,it's okay," I say quickly, letting go of the figurine. "You can touch anything of mine you want."
He freezes. A funny look runs across his face before I realize what I've said. I didn't mean it like that.
Not that that/i> would be so bad.
But I like Toph,and St. Clair has a girlfriend. And even if the situation were different, Mer still has dibs. I'd never do that to her after how nice she was my first day.And my second. And every other day this week.
Besides,he's just an attractive boy. Nothing to get worked up over. I mean, the streets of Europe are filled with beautiful guys, right? Guys with grooming regimens and proper haircuts and stylish coats.Not that I've seen anyone even remotely as good-looking as Monsieur Etienne St.Clair.But still.
He turns his face away from mine. Is it my imagination or does he look embarrassed? But why would he be embarrassed? I'm the one with the idiotic mouth.
"Is that your boyfriend?" He points to my laptop's wallpaper, a photo of my coworkers and me goofing around. It was taken before the midnight release of the lastest fantasy-novel-to-film adaptation. Most of us were dressed like elves or wizards. "The one with his eyes closed?"
"WHAT?" He thinks I'd date a guy like Hercules Hercules is an assistant manager. He's ten years older than me and,yes, that's his real name. And even though he's sweet and knows more about Japanese horror films than anyone,he also has a ponytail.
A ponytail.
"Anna,I'm kidding.This one. Sideburns." He points to Toph,the reason I love the picture so much.Our heads are turned into each other, and we're wearing secret smiles,as if sharing a private joke.
"Oh.Uh...no.Not really.I mean, Toph was my almost-boyfriend.I moved away before..." I trail off, uncomfortable. "Before much could happen. ~ Stephanie Perkins,#NFDB
1349:Well, it was a kind of back-to-front program. It’s funny how many of the best ideas are just an old idea back-to-front. You see there have already been several programs written that help you to arrive at decisions by properly ordering and analysing all the relevant facts so that they then point naturally towards the right decision. The drawback with these is that the decision which all the properly ordered and analysed facts point to is not necessarily the one you want.’
‘Yeeeess...’ said Reg’s voice from the kitchen.
‘Well, Gordon’s great insight was to design a program which allowed you to specify in advance what decision you wished it to reach, and only then to give it all the facts. The program’s task, which it was able to accomplish with consummate ease, was simply to construct a plausible series of logical-sounding steps to connect the premises with the conclusion.
‘And I have to say that it worked brilliantly. Gordon was able to buy himself a Porsche almost immediately despite being completely broke and a hopeless driver. Even his bank manager was unable to find fault with his reasoning. Even when Gordon wrote it off three weeks later.’
‘Heavens. And did the program sell very well?’
‘No. We never sold a single copy.’
‘You astonish me. It sounds like a real winner to me.’
‘It was,’ said Richard hesitantly. ‘The entire project was bought up, lock, stock and barrel, by the Pentagon. The deal put WayForward on a very sound financial foundation. Its moral foundation, on the other hand, is not something I would want to trust my weight to. I’ve recently been analysing a lot of the arguments put forward in favour of the Star Wars project, and if you know what you’re looking for, the pattern of the algorithms is very clear.
‘So much so, in fact, that looking at Pentagon policies over the last couple of years I think I can be fairly sure that the US Navy is using version 2.00 of the program, while the Air Force for some reason only has the beta-test version of 1.5. Odd, that. ~ Douglas Adams,#NFDB
1350:So, Cameron," Steph continued, "auditions for the school play are next week. You should come. We need more males of the species to try out."
"Not my thing," Cameron said.
"okay, so you don't want to be onstage. You could be backstage."
"With Jenna," Gil said helpfully. "She's the stage manager-"
Ethan talked over Gil. "But if it's not our thing," he said, "it's not your thing. You don't even have to have a thing if you don't want."
"Right," Katy said, "no thing required."
Cameron didn't respond, didn't even act like anyone was waiting for him to say anything. He just ate his lunch, scooping spaghetti onto a piece of bread and folding the bread over into a sort of sandwich before putting it in his mouth. I was fascinated by the most mundane little details of him-how he held his paper napkin in his left hand while he ate with his right, the space he took up when both his elbows were on the table.
I was suddenly aware that I'd been staring at him, and everyone else at the table was staring at me. They were all done with their lunches. I wondered how much time had passed.
"Um," Katy said to me, "are you all right?"
Steph caught my eye and smiled slowly.
"Oh,yeah." I concentrated on my half sandwich trying to think of something witty to say, but I was in total Jennifer Harris territory now, spacing out and forgetting how to make simple conversation.
Cameron picked up his empty tray. "Nice to meet you all. See you later." He lifted a finger toward me. "Bye, Jennifer."
We watched him leave, then Gil said, "How come he calls you Jennifer?"
I crumpled up my lunch bag. "because that used to be my name."
"Really?" Ethan said. "I didn't know that."
"I changed it a long time ago."
"He's shy," Steph said, still watching the spot where Cameron had been sitting.
Katy smirked. "Not with Jenna."
Ethan surprised me by coming to Cameron's defense. "That's because they've known each other forever. I'd be nervous, too, if I were meeting all you retards for the first time."
"Good point," Junior Dave said. ~ Sara Zarr,#NFDB
1351:SCULLEY. Pepsi executive recruited by Jobs in 1983 to be Apple’s CEO, clashed with and ousted Jobs in 1985. JOANNE SCHIEBLE JANDALI SIMPSON. Wisconsin-born biological mother of Steve Jobs, whom she put up for adoption, and Mona Simpson, whom she raised. MONA SIMPSON. Biological full sister of Jobs; they discovered their relationship in 1986 and became close. She wrote novels loosely based on her mother Joanne (Anywhere but Here), Jobs and his daughter Lisa (A Regular Guy), and her father Abdulfattah Jandali (The Lost Father). ALVY RAY SMITH. A cofounder of Pixar who clashed with Jobs. BURRELL SMITH. Brilliant, troubled hardware designer on the original Mac team, afflicted with schizophrenia in the 1990s. AVADIS “AVIE” TEVANIAN. Worked with Jobs and Rubinstein at NeXT, became chief software engineer at Apple in 1997. JAMES VINCENT. A music-loving Brit, the younger partner with Lee Clow and Duncan Milner at the ad agency Apple hired. RON WAYNE. Met Jobs at Atari, became first partner with Jobs and Wozniak at fledgling Apple, but unwisely decided to forgo his equity stake. STEPHEN WOZNIAK. The star electronics geek at Homestead High; Jobs figured out how to package and market his amazing circuit boards and became his partner in founding Apple. DEL YOCAM. Early Apple employee who became the General Manager of the Apple II Group and later Apple’s Chief Operating Officer. INTRODUCTION How This Book Came to Be In the early summer of 2004, I got a phone call from Steve Jobs. He had been scattershot friendly to me over the years, with occasional bursts of intensity, especially when he was launching a new product that he wanted on the cover of Time or featured on CNN, places where I’d worked. But now that I was no longer at either of those places, I hadn’t heard from him much. We talked a bit about the Aspen Institute, which I had recently joined, and I invited him to speak at our summer campus in Colorado. He’d be happy to come, he said, but not to be onstage. He wanted instead to take a walk so that we could talk. That seemed a bit odd. I didn’t yet ~ Walter Isaacson, #NFDB
1352:A Role Model for Managers of Managers Gordon runs a technical group with seven managers reporting to him at a major telecommunications company. Now in his late thirties, Gordon was intensely interested in “getting ahead” early in his career but now is more interested in stability and doing meaningful work. It’s worth noting that Gordon has received some of the most positive 360 degree feedback reports from supervisors, direct reports, and peers that we’ve ever seen. This is not because Gordon is a “soft touch” or because he’s easy to work for. In fact, Gordon is extraordinarily demanding and sets high standards both for his team and for individual performance. His people, however, believe Gordon’s demands are fair and that he communicates what he wants clearly and quickly. Gordon is also very clear about the major responsibility of his job: to grow and develop managers. To do so, he provides honest feedback when people do well or poorly. In the latter instance, however, he provides feedback that is specific and constructive. Though his comments may sting at first, he doesn’t turn negative feedback into a personal attack. Gordon knows his people well and tailors his interactions with them to their particular needs and sensitivities. When Gordon talks about his people, you hear the pride in his words and tone of voice. He believes that one of his most significant accomplishments is that a number of his direct reports have been promoted and done well in their new jobs. In fact, people in other parts of the organization want to work for Gordon because he excels in producing future high-level managers and leaders. Gordon also delegates well, providing people with objectives and allowing them the freedom to achieve the objectives in their own ways. He’s also skilled at selection and spends a great deal of time on this issue. For personal reasons (he doesn’t want to relocate his family), Gordon may not advance much further in the organization. At the same time, he’s fulfilling his manager-of-managers role to the hilt, serving as a launching pad for the careers of first-time managers. ~ Ram Charan, #NFDB
1353:Now look,” he said. He felt the back collar of his shirt and jacket clutched in an iron grip and he whirled on the giant, hitting him square in the jaw with his fist. He suspected he’d broken his hand, but no way was he letting on. He did wince in pain, however, while the very large man merely turned his brick of a face to the side. “You shouldn’t’a done that, little man,” the guy said. It took him roughly one second to draw back his fist and plaster Sean in the face hard enough to send him reeling into the melons. Then to the floor. Sean saw a lot of stars and was aware of the melons as they began to bounce around the produce section. And there was blood—he wasn’t sure where from since his entire face felt as if it had been through a meat grinder. “Hey!” Franci shouted. “What’s the matter with you? I told you to leave it alone, he’s harmless!” “No good deed goes unpunished, I guess,” the big man said. “It looked like you needed help. Maybe you like being grabbed like that in the grocery store, huh, babe?” Sean muttered something about not being harmless and tried to get to his feet, without success. The big man said, “Just stay down where you are, buster.” But Sean was intent on getting up and he’d just about made it to his feet when the man took two giant steps in his direction. That was all it took for Franci to launch herself on the lumberjack with a cry of outrage. She had her arms around his neck, her legs around his waist and screamed bloody murder while pummeling him on the back. “I. Told. You. To. Leave. Him. Alone!” she shrieked. Paul Bunyan whirled around and around, trying to shake her loose, but she was on him like a tick on a hound. Then the scene got a lot more interesting. “No! No! No! No! No!” screamed a store manager, running up to them, followed closely by another man and a couple of young bag boys. A crowd gathered and the grocery employees peeled Franci off the lumberjack, but she was kicking her heart out the whole time. “The police are coming!” the store manager yelled. “Stop this at once! Stop!” And Sean absently thought, This really isn’t going how I planned. Right ~ Robyn Carr, #NFDB
1354:Unnecessary Creation gives you the freedom to explore new possibilities and follow impractical curiosities. Some of the most frustrated creative pros I’ve encountered are those who expect their day job to allow them to fully express their creativity and satisfy their curiosity. They push against the boundaries set by their manager or client and fret continuously that their best work never finds its way into the end product because of restrictions and compromises. A 2012 survey sponsored by Adobe revealed that nearly 75 percent of workers in the United States, United Kingdom, Germany, France, and Japan felt they weren’t living up to their creative potential. (In the United States, the number was closer to 82 percent!) Obviously, there’s a gap between what many creatives actually do each day and what they feel they are capable of doing given more resources or less bureaucracy. But those limitations aren’t likely to change in the context of an organization, where there is little tolerance for risk and resources are scarcer than ever. If day-to-day project work is the only work that you are engaging in, it follows that you’re going to get frustrated. To break the cycle, keep a running list of projects you’d like to attempt in your spare time, and set aside a specific time each week (or each day) to make progress on that list. Sometimes this feels very inefficient in the moment, especially when there are so many other urgent priorities screaming for your attention, but it can be a key part of keeping your creative energy flowing for your day-to-day work. You’ll also want to get a notebook to record questions that you’d like to pursue, ideas that you have, or experiments that you’d like to try. Then you can use your pre-defined Unnecessary Creation time to play with these ideas. As Steven Johnson explains in his book Where Good Ideas Come From, “A good idea is a network. A specific constellation of neurons—thousands of them—fire in sync with each other for the first time in your brain, and an idea pops into your consciousness. A new idea is a network of cells exploring the adjacent possible of connections that they can make in your mind.”18 ~ Jocelyn K Glei, #NFDB
1355:Business leadership is based on two elements: vision and technical competence. Top people in a given industry always embody at least one of those two elements. Sometimes, but rarely, they embody both of them. Simply put, vision is the ability to see what other people don’t. It’s a Ford executive named Lee Iacocca realizing that a market existed for an automobile that was both a racing car and a street vehicle—and coming up with the Mustang. It’s Steven Jobs realizing that computers needed to be sold in a single box, like a television sets, instead of piece by piece. About one hundred years ago, Walter Chrysler was a plant manager for a locomotive company. Then he decided to go into the car business, which was a hot new industry at the time. The trouble was, Walter Chrysler didn’t know a lot about cars, except that they were beginning to outnumber horses on the public roadways. To remedy this problem, Chrysler bought one of the Model T Fords that were becoming so popular. To learn how it worked, he took it apart and put it back together. Then, just to be sure he understood everything, he repeated this. Then, to be absolutely certain he knew what made a car work, he took it apart and put it together forty-eight more times, for a grand total of fifty. By the time he was finished, Chrysler not only had a vision of thousands of cars on American highways, he also had the mechanical details of those cars engraved in his consciousness. Perhaps you’ve seen the play called The Music Man. It’s about a fast-talking man who arrives in a small town with the intention of hugely upgrading a marching band. However, he can’t play any instruments, doesn’t know how to lead a band, and doesn’t really have any musical skills whatsoever. The Music Man is a comedy, but it’s not totally unrealistic. Some managers in the computer industry don’t know how to format a document. Some automobile executives could not change a tire. There was once even a vice president who couldn’t spell potato. It’s not a good idea to lack the fundamental technical skills of your industry, and it’s really not a good idea to get caught lacking them. So let’s see what you can do to avoid those problems. ~ Dale Carnegie, #NFDB
1356:There was another inspiring moment: a rough, choppy, moonlit night on the water, and the Dreadnaught's manager looked out the window suddenly to spy thousands of tiny baitfish breaking the surface, rushing frantically toward shore. He knew what that meant, as did everyone else in town with a boat, a gaff and a loaf of Wonder bread to use as bait: the stripers were running! Thousands of the highly prized, relatively expensive striped bass were, in a rare feeding frenzy, suddenly there for the taking. You had literally only to throw bread on the water, bash the tasty fish on the head with a gaff and then haul them in. They were taking them by the hundreds of pounds. Every restaurant in town was loading up on them, their parking lots, like ours, suddenly a Coleman-lit staging area for scaling, gutting and wrapping operations. The Dreadnaught lot, like every other lot in town, was suddenly filled with gore-covered cooks and dishwashers, laboring under flickering gaslamps and naked bulbs to clean, wrap and freeze the valuable white meat. We worked for hours with our knives, our hair sparkling with snowflake-like fish scales, scraping, tearing, filleting. At the end of the night's work, I took home a 35-pound monster, still twisted with rigor. My room-mates were smoking weed when I got back to our little place on the beach and, as often happens on such occasions, were hungry. We had only the bass, some butter and a lemon to work with, but we cooked that sucker up under the tiny home broiler and served it on aluminum foil, tearing at it with our fingers. It was a bright, moonlit sky now, a mean high tide was lapping at the edges of our house, and as the windows began to shake in their frames, a smell of white spindrift and salt saturated the air as we ate. It was the freshest piece of fish I'd ever eaten, and I don't know if it was due to the dramatic quality the weather was beginning to take on, but it hit me right in the brainpan, a meal that made me feel better about things, made me better for eating it, somehow even smarter, somehow . . . It was a protein rush to the cortex, a clean, three-ingredient ingredient high, eaten with the hands. Could anything be better than that? ~ Anthony Bourdain, #NFDB
1357:As former deputy head of the presidential administration, later deputy prime minister and then assistant to the President on foreign affairs, Surkov has directed Russian society like one great reality show. He claps once and a new political party appears. He claps again and creates Nashi, the Russian equivalent of the Hitler Youth, who are trained for street battles with potential prodemocracy supporters and burn books by unpatriotic writers on Red Square. As deputy head of the administration he would meet once a week with the heads of the television channels in his Kremlin office, instructing them on whom to attack and whom to defend, who is allowed on TV and who is banned, how the President is to be presented, and the very language and categories the country thinks and feels in. The Ostankino TV presenters, instructed by Surkov, pluck a theme (oligarchs, America, the Middle East) and speak for twenty minutes, hinting, nudging, winking, insinuating though rarely ever saying anything directly, repeating words like “them” and “the enemy” endlessly until they are imprinted on the mind. They repeat the great mantras of the era: the President is the President of “stability,” the antithesis to the era of “confusion and twilight” in the 1990s. “Stability”—the word is repeated again and again in a myriad seemingly irrelevant contexts until it echoes and tolls like a great bell and seems to mean everything good; anyone who opposes the President is an enemy of the great God of “stability.” “Effective manager,” a term quarried from Western corporate speak, is transmuted into a term to venerate the President as the most “effective manager” of all. “Effective” becomes the raison d’être for everything: Stalin was an “effective manager” who had to make sacrifices for the sake of being “effective.” The words trickle into the streets: “Our relationship is not effective” lovers tell each other when they break up. “Effective,” “stability”: no one can quite define what they actually mean, and as the city transforms and surges, everyone senses things are the very opposite of stable, and certainly nothing is “effective,” but the way Surkov and his puppets use them the words have taken on a life of their own and act like falling axes over anyone who is in any way disloyal. ~ Peter Pomerantsev, #NFDB
1358:She said, “Do you see how I’m wearing this apron? It means I’m working. For a living.”
The unconcerned expression didn’t flag. He said, “I’ll take care of it.”
She echoed, “Take care of it?”
“Yeah. How much do you make in an hour? I’ll take care of it. And I’ll talk to your manager.”
For a moment, Blue was actually lost for words. She had never believed people who claimed to be speechless, but she was. She opened her mouth, and at first, all that came out was air. Then something like the beginning of a laugh. Then finally, she managed to sputter, “I am not a prostitute.”
The Aglionby boy appeared puzzled for a long moment, and then realization dawned. “Oh, that was not how I meant it. That is not what I said.”
“That is what you said! You think you can just pay me to talk to your friend? Clearly you pay most of your female companions by the hour and don’t know how it works with the real world, but . . . but . . .” Blue remembered that she was working to a point, but now what that point was. Indignation had eliminated all higher functions and all that remained was the desire to slap him. The boy opened his mouth to protest, and her thought came back to her all in a rush. “Most girls, when they’re interested in a guy, will sit with them for free.”
To his credit, the Aglionby boy didn’t speak right away. Instead, he thought for a moment and then he said, without heat, “You said you were working for living. I thought it’d be rude to not take that into account. I’m sorry you’re insulted. I see where you’re coming from, but I feel it’s a little unair that you’re not doing the same for me.”
“I feel you’re being condescending,” Blue said.
In the background, she caught a glimpse of Soldier Boy making a plane of his hand. It was crashing and weaving toward the table surface while Smudgy Boy gulped laughter down. The elegant boy held his palm over his face in exaggerated horror, fingers spread just enough that she could see him wince.
“Dear God,” remarked Cell Phone boy. “I don’t know what else to say.”
“Sorry,” she recommended.
“I said that already.”
Blue considered. “Then ‘bye.’”
He made a little gesture at his chest that she thought was supposed to mean he was curtsying or bowing or something sarcastically gentleman-like. ~ Maggie Stiefvater,#NFDB
1359:A little later on, Phil ran what became one of the most famous item promotions in our history. We sent him down to open store number 52 in Hot Springs, Arkansas—the first store we ever opened in a town that already had a Kmart. Phil got there and decided Kmart had been getting away with some pretty high prices in the absence of any discounting competition. So he worked up a detergent promotion that turned into the world’s largest display ever of Tide, or maybe Cheer—some detergent. He worked out a deal to get about $1.00 off a case if he would buy some absolutely ridiculous amount of detergent, something like 3,500 cases of the giant-sized box. Then he ran it as an ad promotion for, say, $1.99 a box, off from the usual $3.97. Well, when all of us in the Bentonville office saw how much he’d bought, we really thought old Phil had completely gone over the dam. This was an unbelievable amount of soap. It made up a pyramid of detergent boxes that ran twelve to eighteen cases high—all the way to the ceiling, and it was 75 or 100 feet long, which took up the whole aisle across the back of the store, and then it was about 12 feet wide so you could hardly get past it. I think a lot of companies would have fired Phil for that one, but we always felt we had to try some of this crazy stuff. PHIL GREEN: “Mr. Sam usually let me do whatever I wanted on these promotions because he figured I wasn’t going to screw it up, but on this one he came down and said, ‘Why did you buy so much? You can’t sell all of this!’ But the thing was so big it made the news, and everybody came to look at it, and it was all gone in a week. I had another one that scared them up in Bentonville too. This guy from Murray of Ohio called one day and said he had 200 Murray 8 horsepower riding mowers available at the end of the season, and he could let us have them for $175. Did we want any? And I said, ‘Yeah, I’ll take 200.’ And he said, ‘Two hundred!’ We’d been selling them for $447, I think. So when they came in we unpacked every one of them and lined them all up out in front of the store, twenty-five in a row, eight rows deep. Ran a chain through them and put a big sign up that said: ‘8 h.p. Murray Tractors, $199.’ Sold every one of them. I guess I was just always a promoter, and being an early Wal-Mart manager was as good a place to promote as there ever was. ~ Sam Walton, #NFDB
1360:5. When Begging Ends I love the idea of Divine Source. It reminds us that everything, the fulfillment of every need, always emanates from the One. So if you learn how to keep your vibration high and attuned to That, whatever is needed to sustain you can always occur, often in surprising and delightful ways. Your Source is never a particular person, place, or thing, but God Herself. You never have to beg. Furthermore, Divine Source says that whatever resonates with you will always find you. That which does not, will fall away. It’s that simple. When Outrageous Openness first came out, I experienced this as I took the book around—some stores were simply not drawn to it. But knowing about Divine Source and resonance, I didn’t care. I remember taking it to a spiritual bookstore in downtown San Francisco. The desultory manager sort of half-growled, “Oh, we have a long, long wait here. You can leave a copy for our ‘pile’ in the back room. Then you could call a ton and plead with us. If you get lucky, maybe one day we’ll stock it. Just keep hoping.” “Oh, my God, no!” I shuddered. “Why would I keep twisting your arm? It’ll go easily to the places that are right. You never have to convince someone. The people who are right will just know.” He looked stunned when I thanked him, smiling, and left. And sure enough, other store clerks were so excited, even from the cover alone. They nearly ripped the book out of my hands as I walked in. When I brought it to the main bookstore in San Francisco’s Castro district, I noticed the manager striding toward me was wearing a baseball cap with an image of the goddess Lakshmi. “Great sign,” I mused. He held the book for a second without even cracking it open, then showed the cover to a coworker, yelling, “Hey, let’s give this baby a coming-out party!” So a few weeks later, they did. Sake, fortune cookies, and all. Because you see, what’s meant for you will always, always find you. You never have to be bothered by the people who aren’t meant to understand. And anyway, sometimes years later, they are ready . . . and they do. Change me Divine Beloved into One who knows that You alone are my Source. Let me trust that You fling open every door at the right time. Free me from the illusion of rejection, competition, and scarcity. Fill me with confidence and faith, knowing I never have to beg, just gratefully receive. ~ Tosha Silver, #NFDB
1361:Convinced that struggle was the crucible of character, Rockefeller faced a delicate task in raising his children. He wanted to accumulate wealth while inculcating in them the values of his threadbare boyhood. The first step in saving them from extravagance was keeping them ignorant of their father’s affluence. Until they were adults, Rockefeller’s children never visited his office or refineries, and even then they were accompanied by company officials, never Father. At home, Rockefeller created a make-believe market economy, calling Cettie the “general manager” and requiring the children to keep careful account books.16They earned pocket money by performing chores and received two cents for killing flies, ten cents for sharpening pencils, five cents per hour for practicing their musical instruments, and a dollar for repairing vases. They were given two cents per day for abstaining from candy and a dime bonus for each consecutive day of abstinence. Each toiled in a separate patch of the vegetable garden, earning a penny for every ten weeds they pulled up. John Jr. got fifteen cents an hour for chopping wood and ten cents per day for superintending paths. Rockefeller took pride in training his children as miniature household workers. Years later, riding on a train with his thirteen-year-old daughter, he told a traveling companion, “This little girl is earning money already. You never could imagine how she does it. I have learned what my gas bills should average when the gas is managed with care, and I have told her that she can have for pin money all that she will save every month on this amount, so she goes around every night and keeps the gas turned down where it is not needed.”17 Rockefeller never tired of preaching economy and whenever a package arrived at home, he made a point of saving the paper and string. Cettie was equally vigilant. When the children clamored for bicycles, John suggested buying one for each child. “No,” said Cettie, “we will buy just one for all of them.” “But, my dear,” John protested, “tricycles do not cost much.” “That is true,” she replied. “It is not the cost. But if they have just one they will learn to give up to one another.”18 So the children shared a single bicycle. Amazingly enough, the four children probably grew up with a level of creature comforts not that far above what Rockefeller had known as a boy. ~ Ron Chernow, #NFDB
1362:Once a renowned skirt-chaser, now an exceptionally devoted husband, St. Vincent knew as much about these matters as any man alive. When Cam had asked glumly if a decrease in physical urges was something that naturally occurred as a man approached his thirties, St. Vincent had choked on his drink.
“Good God, no,” the viscount had said, coughing slightly as a swallow of brandy seared his throat. They had been in the manager’s office of the club, going over account books in the early hours of the morning.
St. Vincent was a handsome man with wheat-colored hair and pale blue eyes. Some claimed he had the most perfect form and features of any man alive. The looks of a saint, the soul of a scoundrel. “If I may ask, what kind of women have you been taking to bed?”
“What do you mean, what kind?” Cam had asked warily.
“Beautiful or plain?”
“Beautiful, I suppose.”
“Well, there’s your problem,” St. Vincent said in a matter-of-fact tone. “Plain women are far more enjoyable. There’s no better aphrodisiac than gratitude.”
“Yet you married a beautiful woman.”
A slow smile had curved St. Vincent’s lips. “Wives are a different case altogether. They require a great deal of effort, but the rewards are substantial. I highly recommend wives. Especially one’s own.”
Cam had stared at his employer with annoyance, reflecting that serious conversation with St. Vincent was often hampered by the viscount’s fondness for turning it into an exercise of wit. “If I understand you, my lord,” he said curtly, “your recommendation for a lack of desire is to start seducing unattractive women?”
Picking up a silver pen holder, St. Vincent deftly fitted a nib into the end and made a project of dipping it precisely into an ink bottle. “Rohan, I’m doing my best to understand your problem. However, a lack of desire is something I’ve never experienced. I’d have to be on my deathbed before I stopped wanting—no, never mind, I was on my deathbed in the not-too-distant past, and even then I had the devil’s own itch for my wife.”
“Congratulations,” Cam muttered, abandoning any hope of prying an earnest answer out of the man. “Let’s attend to the account books. There are more important matters to discuss than sexual habits.”
St. Vincent scratched out a figure and set the pen back on its stand. “No, I insist on discussing sexual habits. It’s so much more entertaining than work. ~ Lisa Kleypas,#NFDB
1363:Spearing a quail egg with her fork, Evie popped it into her mouth. “What is to be done about Mr. Egan?”
His shoulders lifted in a graceful shrug. “As soon as he is sober enough to walk, he’ll be dismissed.”
Evie brushed away a stray lock of hair that had fallen over her cheek. “There is no one to replace him.”
“Yes, there is. Until a suitable manager can be found, I’ll run the club.”
The quail egg seemed to stick in her throat, and Evie choked a little. Hastily she reached for her wine, washed it down, and regarded him with bulging eyes. How could he say something so preposterous? “You can’t.”
“I can hardly do worse than Egan. He hasn’t managed a damned thing in months… before long, this place will be falling down around our ears.”
“You said you hated work!”
“So I did. But I feel that I should try it at least once, just to be certain.”
She began to stammer in her anxiety. “You’ll pl-play at this for a few days, and then you’ll tire of it.”
“I can’t afford to tire of it, my love. Although the club is still profitable, its value is in decline. Your father has a load of outstanding debt that must be settled. If the people who owe him can’t muster the cash, we’ll have to take property, jewelry, artwork… whatever they can manage. Having a good idea of the value of things, I can negotiate some acceptable settlements. And there are other problems I haven’t yet mentioned… Jenner has a string of failing Thoroughbreds that have lost a fortune at Newmarket. And he’s made some insane investments— ten thousand pounds he put into an alleged gold mine in Flintshire— a swindle that even a child should have seen through.”
“Oh God,” Evie murmured, rubbing her forehead. “He’s been ill— people have taken advantage—”
“Yes. And now, even if we wanted to sell the club, we couldn’t without first putting it in order. If there were an alternative, believe me, I would find it. But this place is a sieve, with no one who is capable or willing to stop the holes. Except for me.”
“You know nothing about filling holes!” she cried, appalled by his arrogance.
Sebastian responded with a bland smile and the slightest arch of one brow. Before he could open his mouth to reply, she clapped her hands over her ears. "Oh, don't say it, don't!" When she saw that he was obligingly holding his silence-though a devilish gleam remained in his eyes-she lowered her hands cautiously. ~ Lisa Kleypas,#NFDB
1364:NEXT TIME LEW got up into the embattled altitudes of the San Juans, he noticed out on the trail that besides the usual strikebreaking vigilantes there were now cavalry units of the Colorado National Guard, in uniform, out ranging the slopes and creeksides. He had thought to obtain, through one of the least trustworthy of his contacts in the Mine Owners Association, a safe-passage document, which he kept in a leather billfold along with his detective licenses. More than once he ran into ragged groups of miners, some with deeply bruised or swelling faces, coatless, hatless, shoeless, being herded toward some borderline by mounted troopers. Or the Captain said some borderline. Lew wondered what he should be doing. This was wrong in so many ways, and bombings might help but would not begin to fix it. It wasn’t long before one day he found himself surrounded—one minute aspen-filtered shadows, the next a band of Ku Klux Klan night-riders, and here it was still daytime. Seeing these sheet-sporting vigilantes out in the sunlight, their attire displaying all sorts of laundering deficiencies, including cigar burns, food spills, piss blotches, and shit streaks, Lew found, you’d say, a certain de-emphasis of the sinister, pointy hoods or not. “Howdy, fellers!” he called out, friendly enough. “Don’t look like no nigger,” commented one. “Too tall for a miner,” said another. “Heeled, too. Think I saw him on a poster someplace.” “What do we do? Shoot him? Hang him?” “Nail his dick to a stump, and, and then, set him on fahr,” eagerly accompanied by a quantity of drool visibly soaking the speaker’s hood. “You all are doing a fine job of security here,” Lew beamed, riding through them easy as a herd of sheep, “and I’ll be sure to pass that along to Buck Wells when next I see him.” The name of the mine manager and cavalry commander at Telluride worked its magic. “Don’t forget my name!” hollered the drooler, “Clovis Yutts!” “Shh! Clovis, you hamhead, you ain’t supposed to tell em your name.” What in Creation could be going on up here, Lew couldn’t figure. He had a distinct, sleep-wrecking impression that he ought to just be getting his backside to the trackside, head on down to Denver, and not come up here again till it was all over. Whatever it was. It sure ‘s hell looked like war, and that must be what was keeping him here, he calculated, that possibility. Something like wanting to find out which side he was on without all these doubts. . . . ~ Thomas Pynchon, #NFDB
1365:I remember standing in the wings when Mother’s voice cracked and went into a whisper. The audience began to laugh and sing falsetto and to make catcalls. It was all vague and I did not quite understand what was going on. But the noise increased until Mother was obliged to walk off the stage. When she came into the wings she was very upset and argued with the stage manager who, having seen me perform before Mother’s friends, said something about letting me go on in her place. And in the turmoil I remember him leading me by the hand and, after a few explanatory words to the audience, leaving me on the stage alone. And before a glare of footlights and faces in smoke, I started to sing, accompanied by the orchestra, which fiddled about until it found my key. It was a well-known song called Jack Jones that went as follows: Jack Jones well and known to everybody Round about the market, don’t yer see, I’ve no fault to find with Jack at all, Not when ’e’s as ’e used to be. But since ’e’s had the bullion left him ’E has altered for the worst, For to see the way he treats all his old pals Fills me with nothing but disgust. Each Sunday morning he reads the Telegraph, Once he was contented with the Star. Since Jack Jones has come into a little bit of cash, Well, ’e don’t know where ’e are. Half-way through, a shower of money poured on to the stage. Immediately I stopped and announced that I would pick up the money first and sing afterwards. This caused much laughter. The stage manager came on with a handkerchief and helped me to gather it up. I thought he was going to keep it. This thought was conveyed to the audience and increased their laughter, especially when he walked off with it with me anxiously following him. Not until he handed it to Mother did I return and continue to sing. I was quite at home. I talked to the audience, danced, and did several imitations including one of Mother singing her Irish march song that went as follows: Riley, Riley, that’s the boy to beguile ye, Riley, Riley, that’s the boy for me. In all the Army great and small, There’s none so trim and neat As the noble Sergeant Riley Of the gallant Eighty-eight. And in repeating the chorus, in all innocence I imitated Mother’s voice cracking and was surprised at the impact it had on the audience. There was laughter and cheers, then more money-throwing; and when Mother came on the stage to carry me off, her presence evoked tremendous applause. That night was my first appearance on the stage and Mother’s last. ~ Charlie Chaplin, #NFDB
1366:To this day, I am still not sure what it was about Chip Gaines that made me give him a second chance--because, basically, our first date was over before it even started.
I was working at my father’s Firestone automotive shop the day we first met. I’d worked as my dad’s office manager through my years at Baylor University and was perfectly happy working there afterward while I tried to figure out what I really wanted to do with my life. The smell of tires, metal, and grease--that place was like a second home to me, and the guys in the shop were all like my big brothers.
On this particular afternoon, they all started teasing me. “You should go out to the lobby, Jo. There’s a hot guy out there. Go talk to him!” they said.
“No,” I said. “Stop it! I’m not doing that.”
I was all of twenty-three, and I wasn’t exactly outgoing.
She was a bit awkward--no doubt about that.
I hadn’t dated all that much, and I’d never had a serious relationship--nothing that lasted longer than a month or two. I’d always been an introvert and still am (believe it or not). I was also very picky, and I just wasn’t the type of girl who struck up conversations with guys I didn’t know. I was honestly comfortable being single; I didn’t think that much of it.
“Who is this guy, anyway?” I asked, since they all seemed to know him for some reason.
“Oh, they call him Hot John,” someone said, laughing.
Hot John? There was no way I was going out in that lobby to strike up a conversation with some guy called Hot John. But the guys wouldn’t let up, so I finally said, “Fine.”
I gathered up a few things from my desk (in case I needed a backup plan) and rounded the corner into the lobby. I quickly realized that Hot John was pretty good-looking. He’d obviously just finished a workout--he was dressed head-to-toe in cycling gear and was just standing there, innocently waiting on someone from the back. I tried to think about what I might say to strike up a conversation when I got close enough and quickly settled on the obvious topic: cycling. But just as that thought raced through my head, he looked up from his magazine and smiled right at me.
Crap, I thought. I completely lost my nerve. I kept on walking right past him and out the lobby’s front door.
When I reached the safety of my dad’s outdoor waiting area, I realized just how bad I’d needed the fresh air. I sat on a chair a few down from another customer and immediately started laughing at myself. Did I really just do that? ~ Joanna Gaines,#NFDB
1367:Toyota wasn’t really worried that it would give away its “secret sauce.” Toyota’s competitive advantage rested firmly in its proprietary, complex, and often unspoken processes. In hindsight, Ernie Schaefer, a longtime GM manager who toured the Toyota plant, told NPR’s This American Life that he realized that there were no special secrets to see on the manufacturing floors. “You know, they never prohibited us from walking through the plant, understanding, even asking questions of some of their key people,” Schaefer said. “I’ve often puzzled over that, why they did that. And I think they recognized we were asking the wrong questions. We didn’t understand this bigger picture.” It’s no surprise, really. Processes are often hard to see—they’re a combination of both formal, defined, and documented steps and expectations and informal, habitual routines or ways of working that have evolved over time. But they matter profoundly. As MIT’s Edgar Schein has explored and discussed, processes are a critical part of the unspoken culture of an organization. 1 They enforce “this is what matters most to us.” Processes are intangible; they belong to the company. They emerge from hundreds and hundreds of small decisions about how to solve a problem. They’re critical to strategy, but they also can’t easily be copied. Pixar Animation Studios, too, has openly shared its creative process with the world. Pixar’s longtime president Ed Catmull has literally written the book on how the digital film company fosters collective creativity2—there are fixed processes about how a movie idea is generated, critiqued, improved, and perfected. Yet Pixar’s competitors have yet to equal Pixar’s successes. Like Toyota, Southern New Hampshire University has been open with would-be competitors, regularly offering tours and visits to other educational institutions. As President Paul LeBlanc sees it, competition is always possible from well-financed organizations with more powerful brand recognition. But those assets alone aren’t enough to give them a leg up. SNHU has taken years to craft and integrate the right experiences and processes for its students and they would be exceedingly difficult for a would-be competitor to copy. SNHU did not invent all its tactics for recruiting and serving its online students. It borrowed from some of the best practices of the for-profit educational sector. But what it’s done with laser focus is to ensure that all its processes—hundreds and hundreds of individual “this is how we do it” processes—focus specifically on how to best respond to the job students are hiring it for. “We think we have advantages by ‘owning’ these processes internally,” LeBlanc says, “and some of that is tied to our culture and passion for students. ~ Clayton M Christensen, #NFDB
1368:1. Recruit the smallest group of people who can accomplish what must be done quickly and with high quality. Comparative Advantage means that some people will be better than others at accomplishing certain tasks, so it pays to invest time and resources in recruiting the best team for the job. Don’t make that team too large, however—Communication Overhead makes each additional team member beyond a core of three to eight people a drag on performance. Small, elite teams are best. 2. Clearly communicate the desired End Result, who is responsible for what, and the current status. Everyone on the team must know the Commander’s Intent of the project, the Reason Why it’s important, and must clearly know the specific parts of the project they’re individually responsible for completing—otherwise, you’re risking Bystander Apathy. 3. Treat people with respect. Consistently using the Golden Trifecta—appreciation, courtesy, and respect—is the best way to make the individuals on your team feel Important and is also the best way to ensure that they respect you as a leader and manager. The more your team works together under mutually supportive conditions, the more Clanning will naturally occur, and the more cohesive the team will become. 4. Create an Environment where everyone can be as productive as possible, then let people do their work. The best working Environment takes full advantage of Guiding Structure—provide the best equipment and tools possible and ensure that the Environment reinforces the work the team is doing. To avoid having energy sapped by the Cognitive Switching Penalty, shield your team from as many distractions as possible, which includes nonessential bureaucracy and meetings. 5. Refrain from having unrealistic expectations regarding certainty and prediction. Create an aggressive plan to complete the project, but be aware in advance that Uncertainty and the Planning Fallacy mean your initial plan will almost certainly be incomplete or inaccurate in a few important respects. Update your plan as you go along, using what you learn along the way, and continually reapply Parkinson’s Law to find the shortest feasible path to completion that works, given the necessary Trade-offs required by the work. 6. Measure to see if what you’re doing is working—if not, try another approach. One of the primary fallacies of effective Management is that it makes learning unnecessary. This mind-set assumes your initial plan should be 100 percent perfect and followed to the letter. The exact opposite is true: effective Management means planning for learning, which requires constant adjustments along the way. Constantly Measure your performance across a small set of Key Performance Indicators (discussed later)—if what you’re doing doesn’t appear to be working, Experiment with another approach. ~ Josh Kaufman, #NFDB
1369:Passage Five: From Business Manager to Group Manager This is another leadership passage that at first glance doesn’t seem overly arduous. The assumption is that if you can run one business successfully, you can do the same with two or more businesses. The flaw in this reasoning begins with what is valued at each leadership level. A business manager values the success of his own business. A group manager values the success of other people’s businesses. This is a critical distinction because some people only derive satisfaction when they’re the ones receiving the lion’s share of the credit. As you might imagine, a group manager who doesn’t value the success of others will fail to inspire and support the performance of the business managers who report to him. Or his actions might be dictated by his frustration; he’s convinced he could operate the various businesses better than any of his managers and wishes he could be doing so. In either instance, the leadership pipeline becomes clogged with business managers who aren’t operating at peak capacity because they’re not being properly supported or their authority is being usurped. This level also requires a critical shift in four skill sets. First, group managers must become proficient at evaluating strategy for capital allocation and deployment purposes. This is a sophisticated business skill that involves learning to ask the right questions, analyze the right data, and apply the right corporate perspective to understand which strategy has the greatest probability of success and therefore should be funded. The second skill cluster involves development of business managers. As part of this development, group managers need to know which of the function managers are ready to become business managers. Coaching new business managers is also an important role for this level. The third skill set has to do with portfolio strategy. This is quite different from business strategy and demands a perceptual shift. This is the first time managers have to ask these questions: Do I have the right collection of businesses? What businesses should be added, subtracted, or changed to position us properly and ensure current and future earnings? Fourth, group managers must become astute about assessing whether they have the right core capabilities. This means avoiding wishful thinking and instead taking a hard, objective look at their range of resources and making a judgment based on analysis and experience. Leadership becomes more holistic at this level. People may master the required skills, but they won’t perform at full leadership capacity if they don’t begin to see themselves as broad-gauged executives. By broad-gauged, we mean that managers need to factor in the complexities of running multiple businesses, thinking in terms of community, industry, government, ~ Ram Charan, #NFDB
1370:You go out into your world, and try and find the things that will be useful to you. Your weapons. Your tools. Your charms. You find a record, or a poem, or a picture of a girl that you pin to the wall and go, "Her. I'll try and be her. I'll try and be her - but here." You observe the way others walk, and talk, and you steal little bits of them - you collage yourself out of whatever you can get your hands on. You are like the robot Johnny 5 in Short Circuit, crying, "More input! More input for Johnny 5! as you rifle through books and watch films and sit in front of the television, trying to guess which of these things that you are watching - Alexis Carrington Colby walking down a marble staircase; Anne of Green Gables holding her shoddy suitcase; Cathy wailing on the moors; Courtney Love wailing in her petticoat; Dorothy Parker gunning people down; Grace Jones singing "Slave to the Rhythm" - you will need when you get out there. What will be useful. What will be, eventually, you?
And you will be quite on your own when you do all this. There is no academy where you can learn to be yourself; there is no line manager slowly urging you toward the correct answer. You are midwife to yourself, and will give birth to yourself, over and over, in dark rooms, alone.
And some versions of you will end in dismal failure - many prototypes won't even get out the front door, as you suddenly realize that no, you can't style-out an all-in-one gold bodysuit and a massive attitude problem in Wolverhampton. Others will achieve temporary success - hitting new land-speed records, and amazing all around you, and then suddenly, unexpectedly exploding, like the Bluebird on Coniston Water.
But one day you'll find a version of you that will get you kissed, or befriended, or inspired, and you will make your notes accordingly, staying up all night to hone and improvise upon a tiny snatch of melody that worked.
Until - slowly, slowly - you make a viable version of you, one you can hum every day. You'll find the tiny, right piece of grit you can pearl around, until nature kicks in, and your shell will just quietly fill with magic, even while you're busy doing other things. What your nature began, nature will take over, and start completing, until you stop having to think about who you'll be entirely - as you're too busy doing, now. And ten years will pass without you even noticing.
And later, over a glass of wine - because you drink wine now, because you are grown - you will marvel over what you did. Marvel that, at the time, you kept so many secrets. Tried to keep the secret of yourself. Tried to metamorphose in the dark. The loud, drunken, fucking, eyeliner-smeared, laughing, cutting, panicking, unbearably present secret of yourself. When really you were about as secret as the moon. And as luminous, under all those clothes. ~ Caitlin Moran,#NFDB
1371:Failures as people: millions of Americans felt that this description fit them to a T. Seeking a solution, any solution, they eagerly forked over their cash to any huckster who promised release, the quicker and more effortlessly the better: therapies like “bioenergetics” (“The Revolutionary Therapy That Uses the Language of the Body to Heal the Problems of the Mind”); Primal Scream (which held that when patients shrieked in a therapist’s office, childhood trauma could be reexperienced, then released; John Lennon and James Earl Jones were fans); or Transcendental Meditation, which promised that deliverance could come if you merely closed your eyes and chanted a mantra (the “TM” organization sold personal mantras, each supposedly “unique,” to hundreds of thousands of devotees). Or “religions” like the Church Universal and Triumphant, or the Reverend Sun Myung Moon’s Unification Church, or “Scientology”—this last one invented by a science fiction writer, reportedly on a bet. Devotees paid cash to be “audited” by practitioners who claimed the power—if, naturally, you paid for enough sessions—to remove “trauma patterns” accreted over the 75 million years that had passed since Xenu, tyrant of the Galactic Confederacy, deposited billions of people on earth next to volcanoes and detonated hydrogen bombs inside those volcanos, thus scattering harming “body thetans” to attach to the souls of the living, which once unlatched allowed practitioners to cross the “bridge to total freedom” and “unlimited creativity.” Another religion, the story had it, promised “perfect knowledge”—though its adherents’ public meeting was held up several hours because none of them knew how to run the movie projector. Gallup reported that six million Americans had tried TM, five million had twisted themselves into yoga poses, and two million had sampled some sort of Oriental religion. And hundreds of thousands of Americans in eleven cities had plunked down $250 for the privilege being screamed at as “assholes.” “est”—Erhard Seminars Training, named after the only-in-America hustler who invented it, Werner Erhard, originally Jack Rosenberg, a former used-car and encyclopedia salesman who had tried and failed to join the Marines (this was not incidental) at the age of seventeen, and experienced a spiritual rebirth one morning while driving across the Golden Gate Bridge (“I realized that I knew nothing. . . . In the next instant—after I realized that I knew nothing—I realized that I knew everything”)—promised “to transform one’s ability to experience living so that the situations one had been trying to change or had been putting up with, clear up just in the process of life itself,” all that in just sixty hours, courtesy of a for-profit corporation whose president had been general manager of the Coca-Cola Bottling Company of California and a former member of the Harvard Business School faculty. A ~ Rick Perlstein, #NFDB
1372:The Maori's Wool
The Maoris are a mighty race -- the finest ever known;
Before the missionaries came they worshipped wood and stone;
They went to war and fought like fiends, and when the war was done
They pacified their conquered foes by eating every one.
But now-a-days about the pahs in idleness they lurk,
Prepared to smoke or drink or talk -- or anything but work.
The richest tribe in all the North in sheep and horse and cow,
Were those who led their simple lives at Rooti-iti-au.
'Twas down to town at Wellington a noble Maori came,
A Rangatira of the best, Rerenga was his name -(The word Rerenga means a "snag" -- but until he was gone
This didn't strike the folk he met -- it struck them later on).
He stalked into the Bank they call the "Great Financial Hell",
And told the Chief Financial Fiend the tribe had wool to sell.
The Bold Bank Manager looked grave -- the price of wool was high.
He said, "We'll lend you what you need -- we're not disposed to buy.
"You ship the wool to England, Chief! -- You'll find it's good advice,
And meanwhile you can draw from us the local market price."
The Chief he thanked them courteously and said he wished to state
In all the Rooti-iti tribe his mana would be freat,
But still the tribe were simple folk, and did not understand
This strange finance that gave them cash without the wool in hand.
So off he started home again, with trouble on his brow,
To lay the case before the tribe at Rooti-iti-au.
They held a great korero in the Rooti-iti clan,
With speeches lasting half a day from every leading man.
They called themselves poetic names -- "lost children in a wood";
They said the Great Bank Manager was Kapai -- extra good!
And so they sent Rerenga down, full-powered and well-equipped,
To draw as much as he could get, and let the wool be shipped;
And wedged into a "Cargo Tank", full up from stern to bow,
A mighty clip of wool went Home from Rooti-iti-au.
It was the Bold Bank Manager who drew a heavy cheque;
Rerenga cashed it thoughtfully, then clasped him round the neck;
A hug from him was not at all a thing you'd call a lark --
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You see he lived on mutton-birds and dried remains of shark -But still it showed his gratitude; and, as he pouched the pelf,
"I'll haka for you, sir," he said, "in honour of yourself!"
The haka is a striking dance -- the sort they don't allow
In any place more civilized than Rooti-iti-au.
He "haka'd" most effectively -- then, with an airy grace,
Rubbed noses with the Manager, and vanished into space.
But when the wool return came back, ah me, what sighs and groans!
For every bale of Maori wool was loaded up with stones!
Yes -- thumping great New Zealand rocks among the wool they found;
On every rock the bank had lent just eighteen-pence a pound.
And now the Bold Bank Manager, with trouble on his brow,
Is searching vainly for the chief from Rooti-iti-au.
~ Banjo Paterson,#NFDB
1373:Passage Four: From Functional Manager to Business Manager This leadership passage is often the most satisfying as well as the most challenging of a manager’s career, and it’s mission-critical in organizations. Business mangers usually receive significant autonomy, which people with leadership instincts find liberating. They also are able to see a clear link between their efforts and marketplace results. At the same time, this is a sharp turn; it requires a major shift in skills, time applications, and work values. It’s not simply a matter of people becoming more strategic and cross-functional in their thinking (though it’s important to continue developing the abilities rooted in the previous level). Now they are in charge of integrating functions, whereas before they simply had to understand and work with other functions. But the biggest shift is from looking at plans and proposals functionally (Can we do it technically, professionally, or physically?) to a profit perspective (Will we make any money if we do this?) and to a long-term view (Is the profitability result sustainable?). New business managers must change the way they think in order to be successful. There are probably more new and unfamiliar responsibilities here than at other levels. For people who have been in only one function for their entire career, a business manager position represents unexplored territory; they must suddenly become responsible for many unfamiliar functions and outcomes. Not only do they have to learn to manage different functions, but they also need to become skilled at working with a wider variety of people than ever before; they need to become more sensitive to functional diversity issues and communicating clearly and effectively. Even more difficult is the balancing act between future goals and present needs and making trade-offs between the two. Business managers must meet quarterly profit, market share, product, and people targets, and at the same time plan for goals three to five years into the future. The paradox of balancing short-term and long-term thinking is one that bedevils many managers at this turn—and why one of the requirements here is for thinking time. At this level, managers need to stop doing every second of the day and reserve time for reflection and analysis. When business managers don’t make this turn fully, the leadership pipeline quickly becomes clogged. For example, a common failure at this level is not valuing (or not effectively using) staff functions. Directing and energizing finance, human resources, legal, and other support groups are crucial business manager responsibilities. When managers don’t understand or appreciate the contribution of support staff, these staff people don’t deliver full performance. When the leader of the business demeans or diminishes their roles, staff people deliver halfhearted efforts; they can easily become energy-drainers. Business managers must learn to trust, accept advice, and receive feedback from all functional managers, even though they may never have experienced these functions personally. ~ Ram Charan, #NFDB
1374:In short, it was entirely natural that the newts stopped being a sensation, even though there were now as many as a hundred million of them; the public interest they had excited had been the interest of a novelty. They still appeared now and then in films (Sally and Andy, the Two Good Salamanders) and on the cabaret stage where singers endowed with an especially bad voice came on in the role of newts with rasping voices and atrocious grammar, but as soon as the newts had become a familiar and large-scale phenomenon the problems they presented, so to speak, were of a different character. (13) Although the great newt sensation quickly evaporated it was replaced with something that was somewhat more solid - the Newt Question. Not for the first time in the history of mankind, the most vigorous activist in the Newt Question was of course a woman. This was Mme. Louise Zimmermann, the manager of a guest house for girls in Lausanne, who, with exceptional and boundless energy, propagated this noble maxim around the world: Give the newts a proper education! She would tirelessly draw attention both to the newts' natural abilities and to the danger that might arise for human civilisation if the salamanders weren't carefully taught to reason and to understand morals, but it was long before she met with anything but incomprehension from the public. (14) "Just as the Roman culture disappeared under the onslaught of the barbarians our own educated civilisation will disappear if it is allowed to become no more than an island in a sea of beings that are spiritually enslaved, our noble ideals cannot be allowed to become dependent on them," she prophesied at six thousand three hundred and fifty seven lectures that she delivered at women's institutes all over Europe, America, Japan, China, Turkey and elsewhere. "If our culture is to survive there must be education for all. We cannot have any peace to enjoy the gifts of our civilisation nor the fruits of our culture while all around us there are millions and millions of wretched and inferior beings artificially held down in the state of animals. Just as the slogan of the nineteenth century was 'Freedom for Women', so the slogan of our own age must be 'GIVE THE NEWTS A PROPER EDUCATION!'" And on she went. Thanks to her eloquence and her incredible persistence, Mme. Louise Zimmermann mobilised women all round the world and gathered sufficient funds to enable her to found the First Newt Lyceum at Beaulieu (near Nice), where the tadpoles of salamanders working in Marseilles and Toulon were instructed in French language and literature, rhetoric, public behaviour, mathematics and cultural history. (15) The Girls' School for Newts in Menton was slightly less successful, as the staple courses in music, diet and cookery and fine handwork (which Mme. Zimmermann insisted on for primarily pedagogical reasons) met with a remarkable lack of enthusiasm, if not with a stubborn hostility among its young students. In contrast with this, though, the first public examinations for young newts was such an instant and startling success that they were quickly followed by the establishment of the Marine Polytechnic for Newts at Cannes and the Newts' University at Marseilles with the support of the society for the care and protection of animals; it was at this university that the first newt was awarded a doctorate of law. ~ Karel apek, #NFDB
1375:Fifteen years ago, a business manager from the United States came to Plum Village to visit me. His conscience was troubled because he was the head of a firm that designed atomic bombs. I listened as he expressed his concerns. I knew if I advised him to quit his job, another person would only replace him. If he were to quit, he might help himself, but he would not help his company, society, or country. I urged him to remain the director of his firm, to bring mindfulness into his daily work, and to use his position to communicate his concerns and doubts about the production of atomic bombs.
In the Sutra on Happiness, the Buddha says it is great fortune to have an occupation that allows us to be happy, to help others, and to generate compassion and understanding in this world. Those in the helping professions have occupations that give them this wonderful opportunity. Yet many social workers, physicians, and therapists work in a way that does not cultivate their compassion, instead doing their job only to earn money. If the bomb designer practises and does his work with mindfulness, his job can still nourish his compassion and in some way allow him to help others. He can still influence his government and fellow citizens by bringing greater awareness to the situation. He can give the whole nation an opportunity to question the necessity of bomb production.
Many people who are wealthy, powerful, and important in business, politics, and entertainment are not happy. They are seeking empty things - wealth, fame, power, sex - and in the process they are destroying themselves and those around them. In Plum Village, we have organised retreats for businesspeople. We see that they have many problems and suffer just as others do, sometimes even more. We see that their wealth allows them to live in comfortable conditions, yet they still suffer a great deal.
Some businesspeople, even those who have persuaded themselves that their work is very important, feel empty in their occupation. They provide employment to many people in their factories, newspapers, insurance firms, and supermarket chains, yet their financial success is an empty happiness because it is not motivated by understanding or compassion. Caught up in their small world of profit and loss, they are unaware of the suffering and poverty in the world. When we are not int ouch with this larger reality, we will lack the compassion we need to nourish and guide us to happiness.
Once you begin to realise your interconnectedness with others, your interbeing, you begin to see how your actions affect you and all other life. You begin to question your way of living, to look with new eyes at the quality of your relationships and the way you work. You begin to see, 'I have to earn a living, yes, but I want to earn a living mindfully. I want to try to select a vocation not harmful to others and to the natural world, one that does not misuse resources.'
Entire companies can also adopt this way of thinking. Companies have the right to pursue economic growth, but not at the expense of other life. They should respect the life and integrity of people, animals, plants and minerals. Do not invest your time or money in companies that deprive others of their lives, that operate in a way that exploits people or animals, and destroys nature.
Businesspeople who visit Plum Village often find that getting in touch with the suffering of others and cultivating understanding brings them happiness. They practise like Anathapindika, a successful businessman who lived at the time of the Buddha, who with the practise of mindfulness throughout his life did everything he could to help the poor and sick people in his homeland. ~ Thich Nhat Hanh,#NFDB
1376:joke around—nothing serious—as I work to get my leg back to where it was. Two weeks later, I’m in an ankle-to-hip leg brace and hobbling around on crutches. The brace can’t come off for another six weeks, so my parents lend me their townhouse in New York City and Lucien hires me an assistant to help me out around the house. Some guy named Trevor. He’s okay, but I don’t give him much to do. I want to regain my independence as fast as I can and get back out there for Planet X. Yuri, my editor, is griping that he needs me back and I’m more than happy to oblige. But I still need to recuperate, and I’m bored as hell cooped up in the townhouse. Some buddies of mine from PX stop by and we head out to a brunch place on Amsterdam Street my assistant sometimes orders from. Deacon, Logan, Polly, Jonesy and I take a table in Annabelle’s Bistro, and settle in for a good two hours, running our waitress ragged. She’s a cute little brunette doing her best to stay cheerful for us while we give her a hard time with endless coffee refills, loud laughter, swearing, and general obnoxiousness. Her nametag says Charlotte, and Deacon calls her “Sweet Charlotte” and ogles and teases her, sometimes inappropriately. She has pretty eyes, I muse, but otherwise pay her no mind. I have my leg up on a chair in the corner, leaning back, as if I haven’t a care in the world. And I don’t. I’m going to make a full recovery and pick up my life right where I left off. Finally, a manager with a severe hairdo and too much makeup, politely, yet pointedly, inquires if there’s anything else we need, and we take the hint. We gather our shit and Deacon picks up the tab. We file out, through the maze of tables, and I’m last, hobbling slowly on crutches. I’m halfway out when I realize I left my Yankees baseball cap on the table. I return to get it and find the waitress staring at the check with tears in her eyes. She snaps the black leather book shut when she sees me and hurriedly turns away. “Forget something?” she asks with false cheer and a shaky smile. “My hat,” I say. She’s short and I’m tall. I tower over her. “Did Deacon leave a shitty tip? He does that.” “Oh no, no, I mean…it’s fine,” she says, turning away to wipe her eyes. “I’m so sorry. I just…um, kind of a rough month. You know how it is.” She glances me up and down in my expensive jeans and designer shirt. “Or maybe you don’t.” The waitress realizes what she said, and another round of apologies bursts out of her as she begins stacking our dirty dishes. “Oh my god, I’m so sorry. Really. I have this bad habit…blurting. I don’t know why I said that. Anyway, um…” I laugh, and fish into my back pocket for my wallet. “Don’t worry about it. And take this. For your trouble.” I offer her forty dollars and her eyes widen. Up close, her eyes are even prettier—large and luminous, but sad too. A blush turns her skin scarlet “Oh, no, I couldn’t. No, please. It’s fine, really.” She bustles even faster now, not looking at me. I shrug and drop the twenties on the table. “I hope your month improves.” She stops and stares at the money, at war with herself. “Okay. Thank you,” she says finally, her voice cracking. She takes the money and stuffs it into her apron. I feel sorta bad, poor girl. “Have a nice day, Charlotte,” I say, and start to hobble away. She calls after me, “I hope your leg gets better soon.” That was big of her, considering what ginormous bastards we’d been to her all morning. Or maybe she’s just doing her job. I wave a hand to her without looking back, and leave Annabelle’s. Time heals me. I go back to work. To Planet X. To the world and all its thrills and beauty. I don’t go back to my parents’ townhouse; hell I’m hardly in NYC anymore. I don’t go back to Annabelle’s and I never see—or think about—that cute waitress with the sad eyes ever again. “Fucking hell,” I whisper as the machine reads the last line of ~ Emma Scott, #NFDB
1377:Se il Paese diventa terra di conquista Francesco Manacorda | 673 parole Da ieri, con la stretta finale delle trattative per l’ingresso della China National Chemical Corporation nella società che controlla la Pirelli con oltre il 26% del capitale, il termine «scatole cinesi» ha in Italia un significato più letterale. Le scatole cinesi sono quelle società che incastrate una sopra l’altra consentono all’azionista che sta in cima di controllare le attività che stanno sotto con un impegno di capitale limitato. È ad esempio il metodo che ha consentito a Marco Tronchetti Provera di controllare la Pirelli, di cui è presidente e amministratore delegato, con una partecipazione che di fatto ammonta a poco più del 6% del capitale della società produttiva. Ma tra poco, appunto, sopra la Pirelli ci sarà una vera scatola cinese, visto che quella quota del 26% e rotti con cui la finanziaria Camfin la controlla verrà ceduta a una nuova società il cui azionista di maggioranza dovrebbe essere proprio il colosso chimico di Pechino. Sarebbe un esercizio inutile e anche un po’ stucchevole lamentare il passaggio del controllo di un altro grande gruppo italiano nelle mani di un socio di maggioranza straniero. In un’epoca di mercati aperti - anche se non simmetricamente aperti, visto che per gli europei è decisamente più difficile investire in Cina che non viceversa - non ci deve essere scandalo nella mobilità dei capitali. E un «mercatista» puro zittirebbe qualsiasi obiezione con pochi numeri: i cinesi valorizzano il titolo Pirelli 15 euro per azione, un livello che non raggiungeva da un quarto di secolo; ne beneficia ovviamente Tronchetti, ma ne beneficeranno anche tutti gli altri azionisti grandi e piccoli del gruppo, visto che la nuova società dovrebbe lanciare un’Opa a 15 euro per levare la Pirelli da Piazza Affari e poi riportarne in Borsa una parte dopo qualche anno. Ma non pare nemmeno che si possa gioire troppo, esaltando una presunta attrattività del sistema italiano per gli investitori stranieri: i cinesi non vengono certo ad aprire una fabbrica partendo dal nulla, attratti dalle ottime condizioni che l’Italia pratica per le imprese; invece acquisiscono di fatto brand e tecnologie di una società che fa la gran parte del suo fatturato all’estero e offrono - almeno a giudicare dal primo comunicato emesso ieri mattina - solo l’assicurazione che Pirelli «manterrebbe gli headquarter in Italia» - particolari garanzie di radicamento. Meglio concentrarsi allora su un paio di elementi che sono assai sintomatici della situazione italiana. Il primo è che nella maggior parte dei casi le aziende italiane invece di aggregare altre società dello stesso settore all’estero - Fca, Autogrill e Luxottica sono alcune delle eccezioni che vengono in mente, ma ce ne sono altre, anche se di taglia più ridotta - vengono aggregate. È una condanna di aziende sottocapitalizzate e di dimensioni grandi, ma non abbastanza grandi da competere da sole sul mercato globale. Ed è una condanna dell’Italia, dove questa tipologia di società abbonda. Il secondo tema è quello della distinzione tra proprietà e controllo di un’azienda. Spesso nelle aziende a proprietà familiare la presenza di manager esterni viene vista come un fattore positivo. In Pirelli l’inversione di questo meccanismo è evidente: Marco Tronchetti Provera, azionista «in chiaro» con poco più del 6% è presidente e ad. E in tutti i passaggi di questi anni in cui ha trovato soci da far entrare nel capitale - prima i genovesi Malacalza con i quali non è finita benissimo, poi i russi di Rosneft, ostacolati dalle sanzioni Ue contro la Russia - è stato attento a mantenere le sue cariche. Lo farà anche adesso, visto che la previsione è che resti al suo posto ancora per un quinquennio. Ruoli manageriali immutabili e azionisti che preferiscono non aprire il portafoglio, insomma, sembrano un buon viatico per diventare prede invece di cacciatori. ~ Anonymous, #NFDB
1378:Manage Your Team’s Collective Time Time management is a group endeavor. The payoff goes far beyond morale and retention. ILLUSTRATION: JAMES JOYCE by Leslie Perlow | 1461 words Most professionals approach time management the wrong way. People who fall behind at work are seen to be personally failing—just as people who give up on diet or exercise plans are seen to be lacking self-control or discipline. In response, countless time management experts focus on individual habits, much as self-help coaches do. They offer advice about such things as keeping better to-do lists, not checking e-mail incessantly, and not procrastinating. Of course, we could all do a better job managing our time. But in the modern workplace, with its emphasis on connectivity and collaboration, the real problem is not how individuals manage their own time. It’s how we manage our collective time—how we work together to get the job done. Here is where the true opportunity for productivity gains lies. Nearly a decade ago I began working with a team at the Boston Consulting Group to implement what may sound like a modest innovation: persuading each member to designate and spend one weeknight out of the office and completely unplugged from work. The intervention was aimed at improving quality of life in an industry that’s notorious for long hours and a 24/7 culture. The early returns were positive; the initiative was expanded to four teams of consultants, and then to 10. The results, which I described in a 2009 HBR article, “Making Time Off Predictable—and Required,” and in a 2012 book, Sleeping with Your Smartphone , were profound. Consultants on teams with mandatory time off had higher job satisfaction and a better work/life balance, and they felt they were learning more on the job. It’s no surprise, then, that BCG has continued to expand the program: As of this spring, it has been implemented on thousands of teams in 77 offices in 40 countries. During the five years since I first reported on this work, I have introduced similar time-based interventions at a range of companies—and I have come to appreciate the true power of those interventions. They put the ownership of how a team works into the hands of team members, who are empowered and incentivized to optimize their collective time. As a result, teams collaborate better. They streamline their work. They meet deadlines. They are more productive and efficient. Teams that set a goal of structured time off—and, crucially, meet regularly to discuss how they’ll work together to ensure that every member takes it—have more open dialogue, engage in more experimentation and innovation, and ultimately function better. CREATING “ENHANCED PRODUCTIVITY” DAYS One of the insights driving this work is the realization that many teams stick to tried-and-true processes that, although familiar, are often inefficient. Even companies that create innovative products rarely innovate when it comes to process. This realization came to the fore when I studied three teams of software engineers working for the same company in different cultural contexts. The teams had the same assignments and produced the same amount of work, but they used very different methods. One, in Shenzen, had a hub-and-spokes org chart—a project manager maintained control and assigned the work. Another, in Bangalore, was self-managed and specialized, and it assigned work according to technical expertise. The third, in Budapest, had the strongest sense of being a team; its members were the most versatile and interchangeable. Although, as noted, the end products were the same, the teams’ varying approaches yielded different results. For example, the hub-and-spokes team worked fewer hours than the others, while the most versatile team had much greater flexibility and control over its schedule. The teams were completely unaware that their counterparts elsewhere in the world were managing their work differently. My research provide ~ Anonymous, #NFDB
1379:The Ladder Of Creation
‘You never get a second chance to make a first impression.’
(i) Time And Relative Dimensions In Space
At lunch in the Clarence Corner Hotel,
Mark, Misbah, Redhoune & Baldwin
sit amongst the elderly, released from
the Mater, clutching x-ray/E.C.G
results like U3A Diplomas.
Outside, the muted flow of traffic
is harnessed to a spine of impurities.
On Stanley Street everything
seems brittle as a career in IT.
The bitumen laid down over
an Aboriginal pathway from West End
to Woolloongabba, liquefies.
A simulacra of industry occupies
space & time like a TARDIS.
Culture rematerialises as a pot plant,
a Pokie machine or a jukebox.
At the counter, the barmaid in
tight Jim Beam t-shirt & blue jeans
pours drinks down the day’s throat.
Mark & Baldwin hug their third beers.
Misbah & Redhoune sit on their water.
Barflies call her ‘Michelle my Belle’
& murmur something about, ‘there’s only
two left on that friggin’ submarine!’
Near the front door, two plainclothes
detectives from Dutton Park CIB
frisk the jukebox for hits or prints.
Interview a young woman who can’t
keep her eyes from going walkabout
& protests about ‘doin’ nuthin wrong’.
U2 mouths Sunday Bloody Sunday
as the Manager, backed by the cops
asks her to leave – one way or another.
The Job Search trainees watch her
migrate up the street, out of sync
43
with contemporary conditioning theory.
The shadow of the Mater Hospital falls
on her like a fifty ton cartoon weight.
She is press-ganged by animation.
The dead certainty of her role,
in the flimsy ladder of creation
preserved by formaldehyde clouds.
She takes aim at a phone box & misses.
The volcanic ash of her anger petrifies,
her spirit doused in the gutter;
a cigarette butt with a trace
of red lipstick flicks out
of a tinted car window.
Hits her square in the afternoon.
(ii) England, 1831 AD.
In the naturalists’ mouth
the rare beetle perches
like an English toffee;
stuffy Victorian juices
start to pierce its hard
exoskeleton (see the hunter
/seeker ‘squids’ in Matrix.)
Like Pythagoras’ warm cave,
the only pocket to hand
as the specimens piled up
around his feet, trekked
under his suit sleeves
& started to irritate
the powers that be.
(iii) The Origin of Species, 1859 – 2002 AD
The Howardian edict:
The preservation of favoured races
in the struggle for life,
or the White Australia Policy
reinvented circa 1960’s.
44
Crouched behind its Kennedy era
tortoise-shell desk, cumbersome
as a Magnavox, the blood-drinking
vampire finch of Kirribilli House
(once found only in the Galapagos
Islands) but now firmly entrenched
in Canberra, dips its razor beak
into the popular inkwell & smears
some more theories on who should
come to New Holland & how over
the plush Menzies upholstery.
The little dicky bird
summoning all the charisma
of a marine iguana, shuffles
along its antique perch
& chicken-marks its surface
with pictograms of reactionary
Malthusian policy.
‘We decide who enters
my fortress of plenitude,
it chirps to a mirror,
made of that radioactive
element Hansonite
(like kryptonite
it renders powerful
men helpless).
After all, it only
takes what it needs to survive,
& lets the host animal
(see scapegoat) live.
To be bled before another
(s)election day.
(iv) The Lash of Primordial Milk
Job Club finally gets to Baldwin.
At the mock interview he makes
sure he turns it into a friendly chat.
45
Determined not to use those words
from the ‘negativity bin’ (still
up there on the whiteboard, albeit
a bit smudged).
Makes sure to ask pertinent questions.
‘So, Helen, I see you don’t wear
a wedding ring. Is there room
for a Mister Job Network Member
in your life?’
For ten minutes Baldwin
is the ‘star’ jobseeker selected
from his unemployed species.
The others fail to adapt to
the changing job search climate;
fail to grow the extra long tongue
they need for arse-licking.
~ B. R. Dionysius,#NFDB
1380:With Brutus In St. Jo
Of all the opry-houses then obtaining in the West
The one which Milton Tootle owned was, by all odds, the best;
Milt, being rich, was much too proud to run the thing alone,
So he hired an "acting manager," a gruff old man named Krone-A stern, commanding man with piercing eyes and flowing beard,
And his voice assumed a thunderous tone when Jack and I appeared;
He said that Julius Caesar had been billed a week or so,
And would have to have some armies by the time he reached St. Jo!
O happy days, when Tragedy still winged an upward flight,
When actors wore tin helmets and cambric robes at night!
O happy days, when sounded in the public's rapturous ears
The creak of pasteboard armor and the clash of wooden spears!
O happy times for Jack and me and that one other supe
That then and there did constitute the noblest Roman's troop!
With togas, battle axes, shields, we made a dazzling show,
When we were Roman soldiers with Brutus in St. Jo!
We wheeled and filed and double-quicked wherever Brutus led,
The folks applauding what we did as much as what he said;
'T was work, indeed; yet Jack and I were willing to allow
'T was easier following Brutus than following father's plough;
And at each burst of cheering, our valor would increase-We tramped a thousand miles that night, at fifty cents apiece!
For love of Art--not lust for gold--consumed us years ago,
When we were Roman soldiers with Brutus in St. Jo!
To-day, while walking in the Square, Jack Langrish says to me:
"My friend, the drama nowadays ain't what it used to be!
These farces and these comedies--how feebly they compare
With that mantle of the tragic art which Forrest used to wear!
My soul is warped with bitterness to think that you and I-Co-heirs to immortality in seasons long gone by-Now draw a paltry stipend from a Boston comic show,
We, who were Roman soldiers with Brutus in St. Jo!"
And so we talked and so we mused upon the whims of Fate
That had degraded Tragedy from its old, supreme estate;
And duly, at the Morton bar, we stigmatized the age
442
As sinfully subversive of the interests of the Stage!
For Jack and I were actors in the halcyon, palmy days
Long, long before the Hoyt school of farce became the craze;
Yet, as I now recall it, it was twenty years ago
That we were Roman soldiers with Brutus in St. Jo!
We were by birth descended from a race of farmer kings
Who had done eternal battle with grasshoppers and things;
But the Kansas farms grew tedious--we pined for that delight
We read of in the Clipper in the barber's shop by night!
We would be actors--Jack and I--and so we stole away
From our native spot, Wathena, one dull September day,
And started for Missouri--ah, little did we know
We were going to train as soldiers with Brutus in St. Jo!
Our army numbered three in all--Marc Antony's was four;
Our army hankered after fame, but Marc's was after gore!
And when we reached Philippi, at the outset we were met
With an inartistic gusto I can never quite forget.
For Antony's overwhelming force of thumpers seemed to be
Resolved to do "them Kansas jays"--and that meant Jack and me!
My lips were sealed but that it seems quite proper you should know
That Rome was nowhere in it at Philippi in St. Jo!
I've known the slow-consuming grief and ostentatious pain
Accruing from McKean Buchanan's melancholy Dane;
Away out West I've witnessed Bandmann's peerless hardihood,
With Arthur Cambridge have I wrought where walking was not good;
In every phase of horror have I bravely borne my part,
And even on my uppers have I proudly stood for Art!
And, after all my suffering, it were not hard to show
That I got my allopathic dose with Brutus at St. Jo!
That army fell upon me in a most bewildering rage
And scattered me and mine upon that histrionic stage;
My toga rent, my helmet gone and smashed to smithereens,
They picked me up and hove me through whole centuries of scenes!
I sailed through Christian eras and mediæval gloom
And fell from Arden forest into Juliet's painted tomb!
Oh, yes, I travelled far and fast that night, and I can show
The scars of honest wounds I got with Brutus in St. Jo!
443
Ah me, old Davenport is gone, of fickle fame forgot,
And Barrett sleeps forever in a much neglected spot;
Fred Warde, the papers tell me, in far woolly western lands
Still flaunts the banner of high Tragic Art at one-night stands;
And Jack and I, in Charley Hoyt's Bostonian dramas wreak
Our vengeance on creation at some eensty dolls per week.
By which you see that public taste has fallen mighty low
Since we fought as Roman soldiers with Brutus in St. Jo!
~ Eugene Field,#NFDB
1381:Visy Recycling Memorandum, 2003.
(i)
This unwanted cornucopia - nickel-plated pears, bananas, grapes, apples,
kitsch relic from some neo-classical age, saved from Terminator meltdown
its metallic semiotics stalled on the conveyor belts’ rubber-suited fascism.
Universal bowerbird plucked from sexual obscurity - what a piece of work!
(ii)
All labour history is corrupt. Some American Vietnam War text claimed
that no foreign journalist recorded the fall of Saigon; ditto Neil Davis’
footage of the NVA’s T-72 smashing Palace gates was doco-illusionary.
Neil loved the East, Asian women & died in some shitty Thai coup.
(iii)
Next was coughed up a crouching brass cat. Sexless? Time-neutered.
Sleek in its full metal jacket fur. Did someone switch over to dogs?
48
“Bob” (“Gollum”) a famous cricket cat, farm-surrendered, now lives
in the ginger generations doorstop mewling around my mother’s feet.
(iv)
Why try to marry sex & Nazism? Partisans assassinated blond poster
crew-cut boy Heydrich (the original Tommy Finland?) almost botched
it, grenades destroyed his motorcades’ armoured genitals, Third Reich’s
proto-Eminem. How many times can you say ‘motherfucker’ textually?
(v)
The head of a Roman centurion rolled out next. Plaster, nose-smashed
by visygothic policies; modern archaeology’s Liverpool kiss. Transference
of sexual magnetism – Roman army defeats Macedonians at the “Dog’s
Heads”, Thessaly 197 B.C. & the rise of Russell Crowe’s rough trade.
(vi)
49
Then a statue of Dionysus, one horn snapped off, poetry books under arm
mop head beard sadhu fixed to a hard face, sunburn plaster peeling white skin.
His own dishevelled Dionysian nature got him expelled from his gnomeland,
ostracized forever from some Heidelberg courtyard, the tyranny of fallen chic.
(vii)
Murray quoted, “I came from a hard culture”, looking a bit like the jolly
Buddha sculpture that humped down the waste stream, Eastern & Western
burning want - striped woollen jumpers unpicking themselves: get knotted
his thin red line of religion spake: the closer you are to Caesar the greater the
fear.
(viii)
Tyring to explain my personal ontology, the great man tranced through me,
two brothers jumped ship South Brisbane wharves 1886, Baltic, Isle of Reugen.
Dinnies used to be our name but it changed six generations ago, no one knew
50
why but Fredy Murray had been there; more literary Proteus than genealogist.
(ix)
The casualisation of Australia & 2.5 million workers suspicious rockabilly minds.
Strong magnetic fields pull artists into poverty, a labour hire shuffle & sucking
up to team leaders, Herr gruppenfuhrer gave needle-stuck Stacey her marching
orders,
refused to climb down into a pit waist deep in glass; group signatures against
porn.
(x)
On the phone the Manager said to her, “I can picture what you look like naked.”
This, after she’d signed his declaration; harassment is any unwelcome, uninvited
behaviour,
whether verbal, written or physical, against another person. Harassment offends,
humiliates or
intimidates your workmates & colleagues. All faces are the same man, one big
self.
51
(xi)
Then it was my turn down the pit & I knew why Stacey had rebuked her job
satisfaction – part tunnel rat, part miner we dug out wine bottle shrapnel from
sewerage water, Hien, Alfred, Hussan; Vietnamese, German, Turk & Australian
all in the same trench, huddling from wage concussion; post-war economic
boom.
(xii)
Makes one think of Fredy Murray’s artistic dilemma. How he only worked the land
in his head, his hands ploughing with a pen after he’d famously chucked in his
public
service job with the revolutionary decree – I’m going home forever! Who could
blame him?
Canberra in the 70’s - a political climate polluted by staffers dancing on bits of
paper!
(xiii)
52
In 8 Mile, Eminem or ‘Rabbit’ as he’s monikered faces his own art versus
employment
indecision. Garbled American obscenities mask his attempts to break dance on
stubs
of bus tickets, slammin’ at the Shelter, the Nuremberg Rally in his mind
enhanced by
the Detroit car plant’s ubermensch ethos; all rap lyrics are the same song, one
big opera.
(xiv)
Notice to all staff. The Manager called everyone in for a rasp over the knuckles,
man
of few words off the telephone pissed that someone had left a porno mag on top
of a
needle bin, blocking access to the final come down of addiction; casuals poring
over Jill
Kelly’s physical assets than VISY’s on paper profit; imagination lost in the waste
stream.
(xv)
That’s why I collected trophies; cornucopias, statues, sculptures, columns - my
finger on
53
the end game of guilt, lust, greed, consumerism. Someone else’s abject reality
bound for
China’s paper tigers, apathy’s landfill. Davis, Murray, Heydrich & Eminem so
screwed up
by jobs & sex, history’s artery hardening; outside my factory gate work will set
you free.
~ B. R. Dionysius,#NFDB
1382:The Kelly Gang
Oh, Paddy dear, and did you hear
The news that's going round,
On the head of bold Ned Kelly
They have placed two thousand pound.
And on Steve Hart, Joe Byrne and Dan
Two thousand more they'd give,
But if the price was doubled, boys,
The Kelly gang would live.
'Tis hard to think such plucky hearts
In crime should be employed,
'Tis by police persecution
They have all been much annoyed.
Revenge is sweet, and in the bush
They can defy the law,
Such sticking up and plundering
You never saw before.
'Twas in November, Seventy-eight,
When theKelly Gang came down,
Just after shooting Kennedy,
To famed Euroa town;
To rod the bank of all its gold
Was their idea that day,
Blood-horses they were mounted on
To make their getaway.
So Kelly marched into the bank,
A cheque all in his hand,
For to have it changed for money
Of Scott he did demand.
And when that he refused him,
He, looking at him straight,
Said, 'See here, my name's Ned Kelly,
And this here man's my mate.'
With pistols pointed at his nut,
Poor Scott did stand amazed,
His stick he would have liked to cut,
But was with funk half crazed;
The poor cashier, with real fear,
Stood trembling at the knees,
But at last they both seen 'twas no use
34
And handed out the keys.
The safe was quickly gutted then,
The drawers turned out, as well,
The Kellys being quite polite,
Like any noble swell.
With flimsies, gold and silver coin,
The threepennies and all
Amouning to two thousand pounds,
They made a glorious haul.
'Now hand out all your firearms,'
The robber boldly said,
'And all your amunition Or a bullet through your head.
Now get your wife and children Come man, now look alive;
All jump into this buggy
And we'll take you for a drive.'
They took them to a station
About three miles away,
And kept them close imprisoned
Until the following day.
The owner of the station
And those in his employ
And a few unwary travellers
Their company did enjoy.
An indian hawker fell in, too,
As everybody knows,
He came in handy to the gang
By fitting them with clothes.
Then with their worn-out clothing
They made a few bonfires,
And then destroyed the telegraph
By cutting down the wires.
Oh, Paddy dear, do shed a tear,
I can't but sympathize,
Those Kellys are the devils,
For they've made another rise;
This time across the billabong,
On Morgan's ancient beat,
They've robbed the banks of thousands,
And in safety did retreat.
The matter may be serious, Pat,
35
But still I can't but laugh.
To think the tales the bobbies told
Must all amount to chaff.
They said they had them all hemmed in,
They could not get away,
But they turned up in New South Wales,
And made the journey pay.
They rode into Jerilderie town
At twelve o'clock at night,
Aroused the troopers from their beds,
And gave them an awful fright.
They took them in their night-shirts,
Ashamed I am to tell,
They covered them with revolvers
And locked them in a cell.
They next acquainted the womenfolk
That they were going to stay
And take possession of the camp
Until the following day.
They fed their horses in the stalls
Without the slightest fear,
Then went to rest their weary limbs
Till daylight did appear.
Next morning being Sunday morn
Of course they must be good,
They dressed themselves in troopers' clothes,
And Ned, he chopped some wood.
No one there suspected them,
As troopers they did pass,
And Dan, the most religious one,
Took the sergeant's wife to mass.
They spent the day most pleasantly,
Had plenty of good cheer,
Fried beefsteak and onions,
Tomato-sauce and beer;
The ladies in attendance
Indulged in pleasant talk,
And just to ease the troopers minds,
They took them for a walk.
On Monday morning early,
Still masters of the ground,
They took their horses to the forge
36
And had them shod all round;
Then back they came and mounted,
Theri plans all laid so well,
In company with troopers
They stuck up the Royal Hotel.
They bailed up all the occupants,
And placed them in a room,
Saying, 'Do as we comand you,
Or death will be your doom.'
A chineses cook, 'No savvy' cried,
Not knowing what to fear,
But they brought him to his senses
With a lift under the ear.
All who now approached the house
Just shared a similar fate,
In hardly any time at all
The number was twenty-eight.
They shouted freely for all hands,
And paid for all they drank,
And two of them remained in charge,
And two went to the bank.
The farce was here repeated
As I've already told,
They bailed up all the banker's clerks
And robbed them of their gold.
The manager could not be found,
And Kelly, in great wrath,
Searched high and low, and luckily
He found him in his bath.
The robbing o'er they mounted then,
To make a quick retreat,
They swept away with all their loot
By Morgans' ancient beat;
And where they've gone I do not know,
If I did I wouldn't tell,
So now, until I hear from them,
I'll bid you all farewell.
~ Anonymous Oceania,#NFDB
1383:XXII - WALPURGIS-NIGHT'S DREAM
OBERON AND TITANIA's GOLDEN WEDDING
INTERMEZZO
MANAGER
Sons of Mieding, rest to-day!
Needless your machinery:
Misty vale and mountain gray,
That is all the scenery.
HERALD
That the wedding golden be.
Must fifty years be rounded:
But the Golden give to me,
When the strife's compounded.
OBERON
Spirits, if you're here, be seen
Show yourselves, delighted!
Fairy king and fairy queen,
They are newly plighted.
PUCK
Cometh Puck, and, light of limb,
Whisks and whirls in measure:
Come a hundred after him,
To share with him the pleasure.
ARIEL
Ariel's song is heavenly-pure,
His tones are sweet and rare ones:
Though ugly faces he allure,
Yet he allures the fair ones.
OBERON
Spouses, who would fain agree,
Learn how we were mated!
If your pairs would loving be,
First be separated!
TITANIA
If her whims the wife control,
And the man berate her,
Take him to the Northern Pole,
And her to the Equator!
ORCHESTRA. TUTTI.
Fortissimo.
Snout of fly, mosquito-bill,
And kin of all conditions,
Frog in grass, and cricket-trill,
These are the musicians!
SOLO
See the bagpipe on our track!
'Tis the soap-blown bubble:
Hear the schnecke-schnicke-schnack
Through his nostrils double!
SPIRIT, JUST GROWING INTO FORM
Spider's foot and paunch of toad,
And little wingswe know 'em!
A little creature 'twill not be,
But yet, a little poem.
A LITTLE COUPLE
Little step and lofty leap
Through honey-dew and fragrance:
You'll never mount the airy steep
With all your tripping vagrance.
INQUISITIVE TRAVELLER
Is't but masquerading play?
See I with precision?
Oberon, the beauteous fay,
Meets, to-night, my vision!
ORTHODOX
Not a claw, no tail I see!
And yet, beyond a cavil,
Like "the Gods of Greece," must he
Also be a devil.
NORTHERN ARTIST
I only seize, with sketchy air,
Some outlines of the tourney;
Yet I betimes myself prepare
For my Italian journey.
PURIST
My bad luck brings me here, alas!
How roars the orgy louder!
And of the witches in the mass,
But only two wear powder.
YOUNG WITCH
Powder becomes, like petticoat,
A gray and wrinkled noddy;
So I sit naked on my goat,
And show a strapping body.
MATRON
We've too much tact and policy
To rate with gibes a scolder;
Yet, young and tender though you be,
I hope to see you moulder.
LEADER OF THE BAND
Fly-snout and mosquito-bill,
Don't swarm so round the Naked!
Frog in grass and cricket-trill,
Observe the time, and make it!
WEATHERCOCK (towards one side)
Society to one's desire!
Brides only, and the sweetest!
And bachelors of youth and fire.
And prospects the completest!
WEATHERCOCK (towards the other side)
And if the Earth don't open now
To swallow up each ranter,
Why, then will I myself, I vow,
Jump into hell instanter!
XENIES
Us as little insects see!
With sharpest nippers flitting,
That our Papa Satan we
May honor as is fitting.
HENNINGS
How, in crowds together massed,
They are jesting, shameless!
They will even say, at last,
That their hearts are blameless.
MUSAGETES
Among this witches' revelry
His way one gladly loses;
And, truly, it would easier be
Than to comm and the Muses.
CI-DEVANT GENIUS OF THE AGE
The proper folks one's talents laud:
Come on, and none shall pass us!
The Blocksberg has a summit broad,
Like Germany's Parnassus.
INQUISITIVE TRAVELLER
Say, who's the stiff and pompous man?
He walks with haughty paces:
He snuffles all he snuffle can:
"He scents the Jesuits' traces."
CRANE
Both clear and muddy streams, for me
Are good to fish and sport in:
And thus the pious man you see
With even devils consorting.
WORLDLING
Yes, for the pious, I suspect,
All instruments are fitting;
And on the Blocksberg they erect
Full many a place of meeting.
DANCER
A newer chorus now succeeds!
I hear the distant drumming.
"Don't be disturbed! 'tis, in the reeds,
The bittern's changeless booming."
DANCING-MASTER
How each his legs in nimble trip
Lifts up, and makes a clearance!
The crooked jump, the heavy skip,
Nor care for the appearance.
GOOD FELLOW
The rabble by such hate are held,
To maim and slay delights them:
As Orpheus' lyre the brutes compelled,
The bagpipe here unites them.
DOGMATIST
I'll not be led by any lure
Of doubts or critic-cavils:
The Devil must be something, sure,
Or how should there be devils?
IDEALIST
This once, the fancy wrought in me
Is really too despotic:
Forsooth, if I am all I see,
I must be idiotic!
REALIST
This racking fuss on every hand,
It gives me great vexation;
And, for the first time, here I stand
On insecure foundation.
SUPERNATURALIST
With much delight I see the play,
And grant to these their merits,
Since from the devils I also may
Infer the better spirits.
SCEPTIC
The flame they follow, on and on,
And think they're near the treasure:
But Devil rhymes with Doubt alone,
So I am here with pleasure.
LEADER OF THE BAND
Frog in green, and cricket-trill.
Such dilettants!perdition!
Fly-snout and mosquito-bill,
Each one's a fine musician!
THE ADROIT
Sans souci, we call the clan
Of merry creatures so, then;
Go a-foot no more we can,
And on our heads we go, then.
THE AWKWARD
Once many a bit we sponged, but now,
God help us! that is done with:
Our shoes are all danced out, we trow,
We've but naked soles to run with.
WILL-O'-THE WISPS
From the marshes we appear,
Where we originated;
Yet in the ranks, at once, we're here
As glittering gallants rated.
SHOOTING-STAR
Darting hither from the sky,
In star and fire light shooting,
Cross-wise now in grass I lie:
Who'll help me to my footing?
THE HEAVY FELLOWS
Room! and round about us, room!
Trodden are the grasses:
Spirits also, spirits come,
And they are bulky masses.
PUCK
Enter not so stall-fed quite,
Like elephant-calves about one!
And the heaviest weight to-night
Be Puck, himself, the stout one!
ARIEL
If loving Nature at your back,
Or Mind, the wings uncloses,
Follow up my airy track
To the mount of roses!
ORCHESTRA
pianissimo
Cloud and trailing mist o'erhead
Are now illuminated:
Air in leaves, and wind in reed,
And all is dissipated.
DREARY DAY
~ Johann Wolfgang von Goethe, OBERON AND TITANIA's GOLDEN WEDDING
,#NFDB
1384:Flee On Your Donkey
Because there was no other place
to flee to,
I came back to the scene of the disordered senses,
came back last night at midnight,
arriving in the thick June night
without luggage or defenses,
giving up my car keys and my cash,
keeping only a pack of Salem cigarettes
the way a child holds on to a toy.
I signed myself in where a stranger
puts the inked-in X's—
for this is a mental hospital,
not a child's game.
Today an intern knocks my knees,
testing for reflexes.
Once I would have winked and begged for dope.
Today I am terribly patient.
Today crows play black-jack
on the stethoscope.
Everyone has left me
except my muse,
that good nurse.
She stays in my hand,
a mild white mouse.
The curtains, lazy and delicate,
billow and flutter and drop
like the Victorian skirts
of my two maiden aunts
who kept an antique shop.
Hornets have been sent.
They cluster like floral arrangements on the screen.
Hornets, dragging their thin stingers,
hover outside, all knowing,
hissing: the hornet knows.
I heard it as a child
72
but what was it that he meant?
The hornet knows!
What happened to Jack and Doc and Reggy?
Who remembers what lurks in the heart of man?
What did The Green Hornet mean, he knows?
Or have I got it wrong?
Is it The Shadow who had seen
me from my bedside radio?
Now it's Dinn, Dinn, Dinn!
while the ladies in the next room argue
and pick their teeth.
Upstairs a girl curls like a snail;
in another room someone tries to eat a shoe;
meanwhile an adolescent pads up and down
the hall in his white tennis socks.
A new doctor makes rounds
advertising tranquilizers, insulin, or shock
to the uninitiated.
Six years of such small preoccupations!
Six years of shuttling in and out of this place!
O my hunger! My hunger!
I could have gone around the world twice
or had new children - all boys.
It was a long trip with little days in it
and no new places.
In here,
it's the same old crowd,
the same ruined scene.
The alcoholic arrives with his gold clubs.
The suicide arrives with extra pills sewn
into the lining of her dress.
The permanent guests have done nothing new.
Their faces are still small
like babies with jaundice.
Meanwhile,
they carried out my mother,
wrapped like somebody's doll, in sheets,
bandaged her jaw and stuffed up her holes.
73
My father, too. He went out on the rotten blood
he used up on other women in the Middle West.
He went out, a cured old alcoholic
on crooked feet and useless hands.
He went out calling for his father
who died all by himself long ago that fat banker who got locked up,
his genes suspended like dollars,
wrapped up in his secret,
tied up securely in a straitjacket.
But you, my doctor, my enthusiast,
were better than Christ;
you promised me another world
to tell me who
I was.
I spent most of my time,
a stranger,
damned and in trance—that little hut,
that naked blue-veined place,
my eyes shut on the confusing office,
eyes circling into my childhood,
eyes newly cut.
Years of hints
strung out—a serialized case history—
thirty-three years of the same dull incest
that sustained us both.
You, my bachelor analyst,
who sat on Marlborough Street,
sharing your office with your mother
and giving up cigarettes each New Year,
were the new God,
the manager of the Gideon Bible.
I was your third-grader
with a blue star on my forehead.
In trance I could be any age,
voice, gesture—all turned backward
like a drugstore clock.
Awake, I memorized dreams.
Dreams came into the ring
74
like third string fighters,
each one a bad bet
who might win
because there was no other.
I stared at them,
concentrating on the abyss
the way one looks down into a rock quarry,
uncountable miles down,
my hands swinging down like hooks
to pull dreams up out of their cage.
O my hunger! My hunger!
Once, outside your office,
I collapsed in the old-fashioned swoon
between the illegally parked cars.
I threw myself down,
pretending dead for eight hours.
I thought I had died
into a snowstorm.
Above my head
chains cracked along like teeth
digging their way through the snowy street.
I lay there
like an overcoat
that someone had thrown away.
You carried me back in,
awkwardly, tenderly,
with help of the red-haired secretary
who was built like a lifeguard.
My shoes,
I remember,
were lost in the snowbank
as if I planned never to walk again.
That was the winter
that my mother died,
half mad on morphine,
blown up, at last,
like a pregnant pig.
I was her dreamy evil eye.
In fact,
75
I carried a knife in my pocketbook—
my husband's good L. L. Bean hunting knife.
I wasn't sure if I should slash a tire
or scrape the guts out of some dream.
You taught me
to believe in dreams;
thus I was the dredger.
I held them like an old woman with arthritic fingers,
carefully straining the water out—
sweet dark playthings,
and above all, mysterious
until they grew mournful and weak.
O my hunger! My hunger!
I was the one
who opened the warm eyelid
like a surgeon
and brought forth young girls
to grunt like fish.
I told you,
I said—
but I was lying—
that the knife was for my mother . . .
and then I delivered her.
The curtains flutter out
and slump against the bars.
They are my two thin ladies
named Blanche and Rose.
The grounds outside
are pruned like an estate at Newport.
Far off, in the field,
something yellow grows.
Was it last month or last year
that the ambulance ran like a hearse
with its siren blowing on suicide—
Dinn, dinn, dinn!—
a noon whistle that kept insisting on life
all the way through the traffic lights?
76
I have come back
but disorder is not what it was.
I have lost the trick of it!
The innocence of it!
That fellow-patient in his stovepipe hat
with his fiery joke, his manic smile—
even he seems blurred, small and pale.
I have come back,
recommitted,
fastened to the wall like a bathroom plunger,
held like a prisoner
who was so poor
he fell in love with jail.
I stand at this old window
complaining of the soup,
examining the grounds,
allowing myself the wasted life.
Soon I will raise my face for a white flag,
and when God enters the fort,
I won't spit or gag on his finger.
I will eat it like a white flower.
Is this the old trick, the wasting away,
the skull that waits for its dose
of electric power?
This is madness
but a kind of hunger.
What good are my questions
in this hierarchy of death
where the earth and the stones go
Dinn! Dinn! Dinn!
It is hardly a feast.
It is my stomach that makes me suffer.
Turn, my hungers!
For once make a deliberate decision.
There are brains that rot here
like black bananas.
Hearts have grown as flat as dinner plates.
Anne, Anne,
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flee on your donkey,
flee this sad hotel,
ride out on some hairy beast,
gallop backward pressing
your buttocks to his withers,
sit to his clumsy gait somehow.
Ride out
any old way you please!
In this place everyone talks to his own mouth.
That's what it means to be crazy.
Those I loved best died of it—
the fool's disease.
~ Anne Sexton,#NFDB
1385:PRELUDE AT THE THEATRE
MANAGER ==== DRAMATIC POET ==== MERRY-ANDREW
MANAGER
You two, who oft a helping hand
Have lent, in need and tribulation.
Come, let me know your expectation
Of this, our enterprise, in German land!
I wish the crowd to feel itself well treated,
Especially since it lives and lets me live;
The posts are set, the booth of boards completed.
And each awaits the banquet I shall give.
Already there, with curious eyebrows raised,
They sit sedate, and hope to be amazed.
I know how one the People's taste may flatter,
Yet here a huge embarrassment I feel:
What they're accustomed to, is no great matter,
But then, alas! they've read an awful deal.
How shall we plan, that all be fresh and new,
Important matter, yet attractive too?
For 'tis my pleasure-to behold them surging,
When to our booth the current sets apace,
And with tremendous, oft-repeated urging,
Squeeze onward through the narrow gate of grace:
By daylight even, they push and cram in
To reach the seller's box, a fighting host,
And as for bread, around a baker's door, in famine,
To get a ticket break their necks almost.
This miracle alone can work the Poet
On men so various: now, my friend, pray show it.
POET
Speak not to me of yonder motley masses,
Whom but to see, puts out the fire of Song!
Hide from my view the surging crowd that passes,
And in its whirlpool forces us along!
No, lead me where some heavenly silence glasses
The purer joys that round the Poet throng,
Where Love and Friendship still divinely fashion
The bonds that bless, the wreaths that crown his passion!
Ah, every utterance from the depths of feeling
The timid lips have stammeringly expressed,
Now failing, now, perchance, success revealing,
Gulps the wild Moment in its greedy breast;
Or oft, reluctant years its warrant sealing,
Its perfect stature stands at last confessed!
What dazzles, for the Moment spends its spirit:
What's genuine, shall Posterity inherit.
MERRY-ANDREW
Posterity! Don't name the word to me!
If I should choose to preach Posterity,
Where would you get contemporary fun?
That men will have it, there's no blinking:
A fine young fellow's presence, to my thinking,
Is something worth, to every one.
Who genially his nature can outpour,
Takes from the People's moods no irritation;
The wider circle he acquires, the more
Securely works his inspiration.
Then pluck up heart, and give us sterling coin!
Let Fancy be with her attendants fitted,
Sense, Reason, Sentiment, and Passion join,
But have a care, lest Folly be omitted!
MANAGER
Chiefly, enough of incident prepare!
They come to look, and they prefer to stare.
Reel off a host of threads before their faces,
So that they gape in stupid wonder: then
By sheer diffuseness you have won their graces,
And are, at once, most popular of men.
Only by mass you touch the mass; for any
Will finally, himself, his bit select:
Who offers much, brings something unto many,
And each goes home content with the effect,
If you've a piece, why, just in pieces give it:
A hash, a stew, will bring success, believe it!
'Tis easily displayed, and easy to invent.
What use, a Whole compactly to present?
Your hearers pick and pluck, as soon as they receive it!
POET
You do not feel, how such a trade debases;
How ill it suits the Artist, proud and true!
The botching work each fine pretender traces
Is, I perceive, a principle with you.
MANAGER
Such a reproach not in the least offends;
A man who some result intends
Must use the tools that best are fitting.
Reflect, soft wood is given to you for splitting,
And then, observe for whom you write!
If one comes bored, exhausted quite,
Another, satiate, leaves the banquet's tapers,
And, worst of all, full many a wight
Is fresh from reading of the daily papers.
Idly to us they come, as to a masquerade,
Mere curiosity their spirits warming:
The ladies with themselves, and with their finery, aid,
Without a salary their parts performing.
What dreams are yours in high poetic places?
You're pleased, forsooth, full houses to behold?
Draw near, and view your patrons' faces!
The half are coarse, the half are cold.
One, when the play is out, goes home to cards;
A wild night on a wench's breast another chooses:
Why should you rack, poor, foolish bards,
For ends like these, the gracious Muses?
I tell you, give but moremore, ever more, they ask:
Thus shall you hit the mark of gain and glory.
Seek to confound your auditory!
To satisfy them is a task.
What ails you now? Is't suffering, or pleasure?
POET
Go, find yourself a more obedient slave!
What! shall the Poet that which Nature gave,
The highest right, supreme Humanity,
Forfeit so wantonly, to swell your treasure?
Whence o'er the heart his empire free?
The elements of Life how conquers he?
Is't not his heart's accord, urged outward far and dim,
To wind the world in unison with him?
When on the spindle, spun to endless distance,
By Nature's listless hand the thread is twirled,
And the discordant tones of all existence
In sullen jangle are together hurled,
Who, then, the changeless orders of creation
Divides, and kindles into rhythmic dance?
Who brings the One to join the general ordination,
Where it may throb in grandest consonance?
Who bids the storm to passion stir the bosom?
In brooding souls the sunset burn above?
Who scatters every fairest April blossom
Along the shining path of Love?
Who braids the noteless leaves to crowns, requiting
Desert with fame, in Action's every field?
Who makes Olympus sure, the Gods uniting?
The might of Man, as in the Bard revealed.
MERRY-ANDREW
So, these fine forces, in conjunction,
Propel the high poetic function,
As in a love-adventure they might play!
You meet by accident; you feel, you stay,
And by degrees your heart is tangled;
Bliss grows apace, and then its course is jangled;
You're ravished quite, then comes a touch of woe,
And there's a neat romance, completed ere you know!
Let us, then, such a drama give!
Grasp the exhaustless life that all men live!
Each shares therein, though few may comprehend:
Where'er you touch, there's interest without end.
In motley pictures little light,
Much error, and of truth a glimmering mite,
Thus the best beverage is supplied,
Whence all the world is cheered and edified.
Then, at your play, behold the fairest flower
Of youth collect, to hear the revelation!
Each tender soul, with sentimental power,
Sucks melancholy food from your creation;
And now in this, now that, the leaven works.
For each beholds what in his bosom lurks.
They still are moved at once to weeping or to laughter,
Still wonder at your flights, enjoy the show they see:
A mind, once formed, is never suited after;
One yet in growth will ever grateful be.
POET
Then give me back that time of pleasures,
While yet in joyous growth I sang,
When, like a fount, the crowding measures
Uninterrupted gushed and sprang!
Then bright mist veiled the world before me,
In opening buds a marvel woke,
As I the thousand blossoms broke,
Which every valley richly bore me!
I nothing had, and yet enough for youth
Joy in Illusion, ardent thirst for Truth.
Give, unrestrained, the old emotion,
The bliss that touched the verge of pain,
The strength of Hate, Love's deep devotion,
O, give me back my youth again!
MERRY ANDREW
Youth, good my friend, you certainly require
When foes in combat sorely press you;
When lovely maids, in fond desire,
Hang on your bosom and caress you;
When from the hard-won goal the wreath
Beckons afar, the race awaiting;
When, after dancing out your breath,
You pass the night in dissipating:
But that familiar harp with soul
To play,with grace and bold expression,
And towards a self-erected goal
To walk with many a sweet digression,
This, aged Sirs, belongs to you,
And we no less revere you for that reason:
Age childish makes, they say, but 'tis not true;
We're only genuine children still, in Age's season!
MANAGER
The words you've bandied are sufficient;
'Tis deeds that I prefer to see:
In compliments you're both proficient,
But might, the while, more useful be.
What need to talk of Inspiration?
'Tis no companion of Delay.
If Poetry be your vocation,
Let Poetry your will obey!
Full well you know what here is wanting;
The crowd for strongest drink is panting,
And such, forthwith, I'd have you brew.
What's left undone to-day, To-morrow will not do.
Waste not a day in vain digression:
With resolute, courageous trust
Seize every possible impression,
And make it firmly your possession;
You'll then work on, because you must.
Upon our German stage, you know it,
Each tries his hand at what he will;
So, take of traps and scenes your fill,
And all you find, be sure to show it!
Use both the great and lesser heavenly light,
Squander the stars in any number,
Beasts, birds, trees, rocks, and all such lumber,
Fire, water, darkness, Day and Night!
Thus, in our booth's contracted sphere,
The circle of Creation will appear,
And move, as we deliberately impel,
From Heaven, across the World, to Hell!
Faust
~ Johann Wolfgang von Goethe, PRELUDE AT THE THEATRE
,#NFDB
1386:Jubilate Agno: Fragment B, Part 3
For a Man is to be looked upon in that which he excells as on a prospect.
For there be twelve cardinal virtues -- three to the East -- Greatness, Valour,
Piety.
For there be three to the West -- Goodness, Purity and Sublimity.
For there be three to the North -- Meditation, Happiness, Strength.
For there be three to the South -- Constancy, Pleasantry and Wisdom.
For the Argument A PRIORI is GOD in every man's CONSCIENCE.
For the Argument A POSTERIORI is God before every man's eyes.
For the Four and Twenty Elders of the Revelation are Four and Twenty Eternities.
For their Four and Twenty Crowns are their respective Consummations.
For a CHARACTER is the votes of the Worldlings, but the seal is of Almighty GOD
alone.
For there is no musick in flats and sharps which are not in God's natural key.
For where Accusation takes the place of encouragement a man of Genius is
driven to act the vices of a fool.
For the Devil can set a house on fire, when the inhabitants find combustibles.
For the old account of time is the true -- Decr 28th 1759-60 -- -- -For Faith as a grain of mustard seed is to believe, as I do, that an Eternity is
such in respect to the power and magnitude of Almighty God.
For a DREAM is a good thing from GOD.
For there is a dream from the adversary which is terror.
For the phenomenon of dreaming is not of one solution, but many.
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For Eternity is like a grain of mustard as a growing body and improving spirit.
For the malignancy of fire is oweing to the Devil's hiding of light, till it became
visible darkness.
For the Circle may be SQUARED by swelling and flattening.
For the Life of God is in the body of man and his spirit in the Soul.
For there was no rain in Paradise because of the delicate construction of the
spiritual herbs and flowers.
For the Planet Mercury is the WORD DISCERNMENT.
For the Scotchman seeks for truth at the bottom of a well, the Englishman in the
Heavn of Heavens.
For the Planet Venus is the WORD PRUDENCE or providence.
For GOD nevertheless is an extravagant BEING and generous unto loss.
For there is no profit in the generation of man and the loss of millions is not
worth God's tear.
For this is the twelfth day of the MILLENNIUM of the MILLENNIUM foretold by the
prophets -- give the glory to God ONE THOUSAND SEVEN HUNDRED AND SIXTY For the Planet Mars is the word FORTITUDE.
For to worship naked in the Rain is the bravest thing for the refreshing and
purifying the body.
For the Planet Jupiter is the WORD DISPENSATION.
For Tully says to be generous you must be first just, but the voice of Christ is
distribute at all events.
For Kittim is the father of the Pygmies, God be gracious to Pigg his family.
For the Soul is divisible and a portion of the Spirit may be cut off from one and
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applied to another.
For NEW BREAD is the most wholesome especially if it be leaven'd with honey.
For a NEW SONG also is best, if it be to the glory of God; and taken with the food
like the psalms.
For the Planet Saturn is the word TEMPERANCE or PATIENCE.
For Jacob's Ladder are the steps of the Earth graduated hence to Paradice and
thence to the throne of God.
For a good wish is well but a faithful prayer is an eternal benefit.
For SPICA VIRGINIS is the star that appeared to the wise men in the East and
directed their way before it was yet insphered.
For an IDEA is the mental vision of an object.
For Lock supposes that an human creature, at a given time may be an atheist i.e.
without God, by the folly of his doctrine concerning innate ideas.
For it is not lawful to sell poyson in England any more than it is in Venice, the
Lord restrain both the finder and receiver.
For the ACCENTS are the invention of the Moabites, who learning the GREEK
tongue marked the words after their own vicious pronuntiation.
For the GAULS (the now-French and original Moabites) after they were subdued
by Cæsar became such Grecians at Rome.
For the Gaullic manuscripts fell into the hands of the inventors of printing.
For all the inventions of man, which are good, are the communications of
Almighty God.
For all the stars have satellites, which are terms under their respective words.
For tiger is a word and his satellites are Griffin, Storgis, Cat and others.
For my talent is to give an Impression upon words by punching, that when the
reader casts his eye upon 'em, he takes up the image from the mould which I
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have made.
For JOB was the son of Issachar and patience is the child of strength.
For the Names of the DAYS, as they now stand, are foolish and abominable.
For the Days are the First, Second, Third, Fourth, Fifth, Sixth and Seventh.
For the names of the months are false -- the Hebrew appellatives are of God.
For the Time of the Lord's temptation was in early youth and imminent danger.
For an equivocal generation is a generation and no generation.
For putrifying matter nevertheless will yield up its life in diverse creatures and
combinations of creatures.
For a TOAD can dwell in the centre of a stone, because -- there are stones whose
constituent life is of those creatures.
For a Toad hath by means of his eye the most beautiful prospects of any other
animal to make him amends for his distance from his Creator in Glory.
For FAT is the fruit of benevolence, therefore it was the Lord's in the Mosaic
sacrifices.
For the very particular laws of Moses are the determinations of CASES that fell
under his cognizance.
For the Devil can make the shadow thicker by candlelight by reason of his pow'r
over malignant fire.
For the Romans clipped their words in the Augustan thro idleness and effeminacy
and paid foreign actors for speaking them out.
For when the weight and the pow'r are equivalent the prop is of none effect.
For shaving of the beard was an invention of the people of Sodom to make men
look like women.
For the ends of the world are the accomplishment of great events, and the
consummation of periods.
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For ignorance is a sin because illumination is to be obtained by prayer.
For Preferment is not from the East, West or South, but from the North, where
Satan has most power.
For the ministers of the Devil set the hewer of wood over the head of God's free
Man.
For this inverting God's good order, edifice and edification, and appointing place,
where the Lord has not appointed.
For the Ethiopian question is already solved in that the Blacks are the children of
Cain.
For the phenomenon of the horizontal moon is the truth -- she appears bigger in
the horizon because she actually is so.
For it was said of old 'can the Ethiopian change his skin?' the Lord has answered
the question by his merit and death he shall. -For the moon is magnified in the horizon by Almighty God, and so is the Sun.
For she has done her day's-work and the blessing of God upon her, and she
communicates with the earth.
For when she rises she has been strength'ned by the Sun, who cherishes her by
night.
For man is born to trouble in the body, as the sparks fly upwards in the spirit.
For man is between the pinchers while his soul is shaping and purifying.
For the ENGLISH are the seed of Abraham and work up to him by Joab, David,
and Naphtali. God be gracious to us this day. General Fast March 14th 1760.
For the Romans and the English are one people the children of the brave man
who died at the altar praying for his posterity, whose death was the type of our
Saviour's.
For the WELCH are the children of Mephibosheth and Ziba with a mixture of
David in the Jones's.
85
For the Scotch are the children of Doeg with a mixture of Cush the Benjamite,
whence their innate antipathy to the English.
For the IRISH are the children of Shimei and Cush with a mixture of something
lower -- the Lord raise them!
For the FRENCH are Moabites even the children of Lot.
For the DUTCH are the children of Gog.
For the Poles are the children of Magog.
For the Italians are the children of Samuel and are the same as the Grecians.
For the Spaniards are the children of Abishai Joab's brother, hence is the goodwill
between the two nations.
For the Portuguese are the children of Amman -- God be gracious to Lisbon and
send good angels amongst them!
For the Hottentots are the children of Gog with a Black mixture.
For the Russians are the Children of Ishmael.
For the Turks are the children of Esaw, which is Edom.
For the Wallachians are the children of Huz. God be gracious to Elizabeth Hughes,
as she was.
For the Germans are the children of the Philistins even the seed of Anak.
For the Prussians are the children of Goliah -- but the present, whom God bless
this hour, is a Campbell of the seed of Phinees.
For the Hanoverians are Hittites of the seed of Uriah. God save the king.
For the Hessians are Philistines with a mixture of Judah.
For the Saxons are Benjamites, men of great subtlety and Marshal Saxe was
direct from Benjamin.
86
For the Danes are of the children of Zabulon.
For the Venetians are the children of Mark and Romans.
For the Swiss are Philistins of a particular family. God be gracious to Jonathan
Tyers his family and to all the people at Vaux Hall.
For the Sardinians are of the seed of David -- The Lord forward the Reformation
amongst the good seed first. -For the Mogul's people are the children of Phut.
For the Old Greeks and the Italians are one people, which are blessed in the gift
of Mustek by reason of the song of Hannah and the care of Samuel with regard to
divine melody.
For the Germans and the Dutch are the children of the Goths and Vandals who
did a good in destruction books written by heathen Free-Thinkers against God.
For there are Americans of the children of Toi. -For the Laplanders are the children of Gomer.
For the Phenomena of the Diving Bell are solved right in the schools.
For NEW BREAD is the most wholesome -- God be gracious to Baker.
For the English are the children of Joab, Captain of the host of Israel, who was
the greatest man in the world to GIVE and to ATCHIEVE.
For TEA is a blessed plant and of excellent virtue. God give the Physicians more
skill and honesty!
For nutmeg is exceeding wholesome and cherishing, neither does it hurt the
liver.
For The Lightning before death is God's illumination in the spirit for preparation
and for warning.
For Lavender Cotton is exceeding good for the teeth. God be gracious to
Windsmore.
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For the Fern is exceeding good and pleasant to rub the teeth.
For a strong preparation of Mandragora is good for the gout.
For the Bark was a communication from God and is sovereign.
For the method of curing an ague by terror is exaction.
For Exaction is the most accursed of all things, because it brought the Lord to the
cross, his betrayers and murderers being such from their exaction.
For an Ague is the terror of the body, when the blessing of God is withheld for a
season.
For benevolence is the best remedy in the first place and the bark in the second.
For, when the nation is at war, it is better to abstain from the punishment of
criminals especially, every act of human vengeance being a check to the grace of
God.
For the letter ל [Hebrew character lamed] which signifies GOD by himself
is on the fibre of some leaf in every Tree.
For ל is the grain of the human heart and on the network of the skin.
For ל is in the veins of all stones both precious and common.
For ל is upon every hair both of man and beast.
For ל is in the grain of wood.
For ל is in the ore of all metals.
For ל is on the scales of all fish.
For ל is on the petals of all flowers.
For ל is upon on all shells.
For ל is in the constituent particles of air.
For ל is on the mite of the earth.
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For ל is in the water yea in every drop.
For ל is in the incomprehensible ingredients of fire.
For ל is in the stars the sun and in the Moon.
For ל is upon the Sapphire Vault.
For the doubling of flowers is the improvement of the gardners talent.
For the flowers are great blessings.
For the Lord made a Nosegay in the meadow with his disciples and preached
upon the lily.
For the angels of God took it out of his hand and carried it to the Height.
For a man cannot have publick spirit, who is void of private benevolence.
For there is no Height in which there are not flowers.
For flowers have great virtues for all the senses.
For the flower glorifies God and the root parries the adversary.
For the flowers have their angels even the words of God's Creation.
For the warp and woof of flowers are worked by perpetual moving spirits.
For flowers are good both for the living and the dead.
For there is a language of flowers.
For there is a sound reasoning upon all flowers.
For elegant phrases are nothing but flowers.
For flowers are peculiarly the poetry of Christ.
For flowers are medicinal.
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For flowers are musical in ocular harmony.
For the right names of flowers are yet in heaven. God make gard'ners better
nomenclators.
For the Poorman's nosegay is an introduction to a Prince.
For it were better for the SERVICE, if only select psalms were read.
For the Lamentations of Jeremiah, Songs from other scriptures, and parts of
Esdras might be taken to supply the quantity.
For A is the beginning of learning and the door of heaven.
For B is a creature busy and bustling.
For C is a sense quick and penetrating.
For D is depth.
For E is eternity -- such is the power of the English letters taken singly.
For F is faith.
For G is God -- whom I pray to be gracious to Liveware my fellow prisoner.
For H is not a letter, but a spirit -- Benedicatur Jesus Christus, sic spirem!
For I is identity. God be gracious to Henry Hatsell.
For K is king.
For L is love. God in every language.
For M is musick and Hebrew מ [Hebrew character mem] is the direct
figure of God's harp.
For N is new.
For O is open.
For P is power.
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For Q is quick.
For R is right.
For S is soul.
For T is truth. God be gracious to Jermyn Pratt and to Harriote his Sister.
For U is unity, and his right name is Uve to work it double.
For W is word.
For X [drawn as a backwards G and a G stuck together] is hope -- consisting of
two check G -- God be gracious to Anne Hope.
For Y is yea. God be gracious to Eennet and his family!
For Z is zeal.
For in the education of children it is necessary to watch the words, -which they
pronounce with difficulty, for such are against them in their consequences.
For A is awe, if pronounced full. Stand in awe and sin not.
For B pronounced in the animal is bey importing authority.
For C pronounced hard is ke importing to shut.
For D pronounced full is day.
For E is east particularly when formed little e with his eye.
For F in it's secondary meaning is fair.
For G in a secondary sense is good.
For H is heave.
For I is the organ of vision.
For K is keep.
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For L is light, and ל [Hebrew character lamed] is the line of beauty.
For M is meet.
For N is nay.
For O is over.
For P is peace.
For Q is quarter.
For R is rain, or thus reign, or thus rein.
For S is save.
For T is take.
For V is veil.
For W is world.
For X [drawn as a backwards G and a G stuck together] beginneth not, but
connects and continues.
For Y is young -- the Lord direct me in the better way of going on in the Fifth
year of my jeopardy June the 17th N.S. 1760. God be gracious to Dr YOUNG.
For Z is zest. God give us all a relish of our duty.
For Action and Speaking are one according to God and the Ancients.
For the approaches of Death are by illumination.
For a man cannot have Publick Spirit, who is void of private benevolence.
For the order of Alamoth is first three, second six, third eighteen, fourth fifty
four, and then the whole band.
For the order of Sheminith is first ten, second twenty, third thirty and then the
whole band.
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For the first entrance into Heaven is by complement.
For Flowers can see, and Pope's Carnations knew him.
For the devil works upon damps and lowth and causes agues.
For Ignorance is a sin, because illumination is to be had by prayer.
For many a genius being lost at the plough is a false thought -- the divine
providence is a better manager.
For a man's idleness is the fruit of the adversary's diligence.
For diligence is the gift of God, as well as other good things.
For it is a good NOTHING in one's own eyes and in the eyes of fools.
For æra in its primitive sense is but a weed amongst corn.
For there is no knowing of times and seasons, in submitting them to God stands
the Christian's Chronology.
For Jacob's brown sheep wore the Golden fleece.
For Shaving of the face was the invention of the Sodomites to make men look
like women.
~ Christopher Smart,#NFDB
1387:The Cremona Violin
Part First
Frau Concert-Meister Altgelt shut the door.
A storm was rising, heavy gusts of wind
Swirled through the trees, and scattered leaves before
Her on the clean, flagged path. The sky behind
The distant town was black, and sharp defined
Against it shone the lines of roofs and towers,
Superimposed and flat like cardboard flowers.
A pasted city on a purple ground,
Picked out with luminous paint, it seemed. The cloud
Split on an edge of lightning, and a sound
Of rivers full and rushing boomed through bowed,
Tossed, hissing branches. Thunder rumbled loud
Beyond the town fast swallowing into gloom.
Frau Altgelt closed the windows of each room.
She bustled round to shake by constant moving
The strange, weird atmosphere. She stirred the fire,
She twitched the supper-cloth as though improving
Its careful setting, then her own attire
Came in for notice, tiptoeing higher and higher
She peered into the wall-glass, now adjusting
A straying lock, or else a ribbon thrusting
This way or that to suit her. At last sitting,
Or rather plumping down upon a chair,
She took her work, the stocking she was knitting,
And watched the rain upon the window glare
In white, bright drops. Through the black glass a flare
Of lightning squirmed about her needles. 'Oh!'
She cried. 'What can be keeping Theodore so!'
A roll of thunder set the casements clapping.
Frau Altgelt flung her work aside and ran,
Pulled open the house door, with kerchief flapping
She stood and gazed along the street. A man
Flung back the garden-gate and nearly ran
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Her down as she stood in the door. 'Why, Dear,
What in the name of patience brings you here?
Quick, Lotta, shut the door, my violin
I fear is wetted. Now, Dear, bring a light.
This clasp is very much too worn and thin.
I'll take the other fiddle out to-night
If it still rains. Tut! Tut! my child, you're quite
Clumsy. Here, help me, hold the case while I Give me the candle. No, the inside's dry.
Thank God for that! Well, Lotta, how are you?
A bad storm, but the house still stands, I see.
Is my pipe filled, my Dear? I'll have a few
Puffs and a snooze before I eat my tea.
What do you say? That you were feared for me?
Nonsense, my child. Yes, kiss me, now don't talk.
I need a rest, the theatre's a long walk.'
Her needles still, her hands upon her lap
Patiently laid, Charlotta Altgelt sat
And watched the rain-run window. In his nap
Her husband stirred and muttered. Seeing that,
Charlotta rose and softly, pit-a-pat,
Climbed up the stairs, and in her little room
Found sighing comfort with a moon in bloom.
But even rainy windows, silver-lit
By a new-burst, storm-whetted moon, may give
But poor content to loneliness, and it
Was hard for young Charlotta so to strive
And down her eagerness and learn to live
In placid quiet. While her husband slept,
Charlotta in her upper chamber wept.
Herr Concert-Meister Altgelt was a man
Gentle and unambitious, that alone
Had kept him back. He played as few men can,
Drawing out of his instrument a tone
So shimmering-sweet and palpitant, it shone
Like a bright thread of sound hung in the air,
Afloat and swinging upward, slim and fair.
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Above all things, above Charlotta his wife,
Herr Altgelt loved his violin, a fine
Cremona pattern, Stradivari's life
Was flowering out of early discipline
When this was fashioned. Of soft-cutting pine
The belly was. The back of broadly curled
Maple, the head made thick and sharply whirled.
The slanting, youthful sound-holes through
The belly of fine, vigorous pine
Mellowed each note and blew
It out again with a woody flavour
Tanged and fragrant as fir-trees are
When breezes in their needles jar.
The varnish was an orange-brown
Lustered like glass that's long laid down
Under a crumbling villa stone.
Purfled stoutly, with mitres which point
Straight up the corners. Each curve and joint
Clear, and bold, and thin.
Such was Herr Theodore's violin.
Seven o'clock, the Concert-Meister gone
With his best violin, the rain being stopped,
Frau Lotta in the kitchen sat alone
Watching the embers which the fire dropped.
The china shone upon the dresser, topped
By polished copper vessels which her skill
Kept brightly burnished. It was very still.
An air from `Orfeo' hummed in her head.
Herr Altgelt had been practising before
The night's performance. Charlotta had plead
With him to stay with her. Even at the door
She'd begged him not to go. 'I do implore
You for this evening, Theodore,' she had said.
'Leave them to-night, and stay with me instead.'
'A silly poppet!' Theodore pinched her ear.
'You'd like to have our good Elector turn
274
Me out I think.' 'But, Theodore, something queer
Ails me. Oh, do but notice how they burn,
My cheeks! The thunder worried me. You're stern,
And cold, and only love your work, I know.
But Theodore, for this evening, do not go.'
But he had gone, hurriedly at the end,
For she had kept him talking. Now she sat
Alone again, always alone, the trend
Of all her thinking brought her back to that
She wished to banish. What would life be? What?
For she was young, and loved, while he was moved
Only by music. Each day that was proved.
Each day he rose and practised. While he played,
She stopped her work and listened, and her heart
Swelled painfully beneath her bodice. Swayed
And longing, she would hide from him her smart.
'Well, Lottchen, will that do?' Then what a start
She gave, and she would run to him and cry,
And he would gently chide her, 'Fie, Dear, fie.
I'm glad I played it well. But such a taking!
You'll hear the thing enough before I've done.'
And she would draw away from him, still shaking.
Had he but guessed she was another one,
Another violin. Her strings were aching,
Stretched to the touch of his bow hand, again
He played and she almost broke at the strain.
Where was the use of thinking of it now,
Sitting alone and listening to the clock!
She'd best make haste and knit another row.
Three hours at least must pass before his knock
Would startle her. It always was a shock.
She listened - listened - for so long before,
That when it came her hearing almost tore.
She caught herself just starting in to listen.
What nerves she had: rattling like brittle sticks!
She wandered to the window, for the glisten
Of a bright moon was tempting. Snuffed the wicks
275
Of her two candles. Still she could not fix
To anything. The moon in a broad swath
Beckoned her out and down the garden-path.
Against the house, her hollyhocks stood high
And black, their shadows doubling them. The night
Was white and still with moonlight, and a sigh
Of blowing leaves was there, and the dim flight
Of insects, and the smell of aconite,
And stocks, and Marvel of Peru. She flitted
Along the path, where blocks of shadow pitted
The even flags. She let herself go dreaming
Of Theodore her husband, and the tune
From `Orfeo' swam through her mind, but seeming
Changed - shriller. Of a sudden, the clear moon
Showed her a passer-by, inopportune
Indeed, but here he was, whistling and striding.
Lotta squeezed in between the currants, hiding.
'The best laid plans of mice and men,' alas!
The stranger came indeed, but did not pass.
Instead, he leant upon the garden-gate,
Folding his arms and whistling. Lotta's state,
Crouched in the prickly currants, on wet grass,
Was far from pleasant. Still the stranger stayed,
And Lotta in her currants watched, dismayed.
He seemed a proper fellow standing there
In the bright moonshine. His cocked hat was laced
With silver, and he wore his own brown hair
Tied, but unpowdered. His whole bearing graced
A fine cloth coat, and ruffled shirt, and chased
Sword-hilt. Charlotta looked, but her position
Was hardly easy. When would his volition
Suggest his walking on? And then that tune!
A half-a-dozen bars from `Orfeo'
Gone over and over, and murdered. What Fortune
Had brought him there to stare about him so?
'Ach, Gott im Himmel! Why will he not go!'
Thought Lotta, but the young man whistled on,
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And seemed in no great hurry to be gone.
Charlotta, crouched among the currant bushes,
Watched the moon slowly dip from twig to twig.
If Theodore should chance to come, and blushes
Streamed over her. He would not care a fig,
He'd only laugh. She pushed aside a sprig
Of sharp-edged leaves and peered, then she uprose
Amid her bushes. 'Sir,' said she, 'pray whose
Garden do you suppose you're watching? Why
Do you stand there? I really must insist
Upon your leaving. 'Tis unmannerly
To stay so long.' The young man gave a twist
And turned about, and in the amethyst
Moonlight he saw her like a nymph half-risen
From the green bushes which had been her prison.
He swept his hat off in a hurried bow.
'Your pardon, Madam, I had no idea
I was not quite alone, and that is how
I came to stay. My trespass was not sheer
Impertinence. I thought no one was here,
And really gardens cry to be admired.
To-night especially it seemed required.
And may I beg to introduce myself?
Heinrich Marohl of Munich. And your name?'
Charlotta told him. And the artful elf
Promptly exclaimed about her husband's fame.
So Lotta, half-unwilling, slowly came
To conversation with him. When she went
Into the house, she found the evening spent.
Theodore arrived quite wearied out and teased,
With all excitement in him burned away.
It had gone well, he said, the audience pleased,
And he had played his very best to-day,
But afterwards he had been forced to stay
And practise with the stupid ones. His head
Ached furiously, and he must get to bed.
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Part Second
Herr Concert-Meister Altgelt played,
And the four strings of his violin
Were spinning like bees on a day in Spring.
The notes rose into the wide sun-mote
Which slanted through the window,
They lay like coloured beads a-row,
They knocked together and parted,
And started to dance,
Skipping, tripping, each one slipping
Under and over the others so
That the polychrome fire streamed like a lance
Or a comet's tail,
Behind them.
Then a wail arose - crescendo And dropped from off the end of the bow,
And the dancing stopped.
A scent of lilies filled the room,
Long and slow. Each large white bloom
Breathed a sound which was holy perfume from a blessed censer,
And the hum of an organ tone,
And they waved like fans in a hall of stone
Over a bier standing there in the centre, alone.
Each lily bent slowly as it was blown.
Like smoke they rose from the violin Then faded as a swifter bowing
Jumbled the notes like wavelets flowing
In a splashing, pashing, rippling motion
Between broad meadows to an ocean
Wide as a day and blue as a flower,
Where every hour
Gulls dipped, and scattered, and squawked, and squealed,
And over the marshes the Angelus pealed,
And the prows of the fishing-boats were spattered
With spray.
And away a couple of frigates were starting
To race to Java with all sails set,
Topgallants, and royals, and stunsails, and jibs,
And wide moonsails; and the shining rails
Were polished so bright they sparked in the sun.
All the sails went up with a run:
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'They call me Hanging Johnny,
Away-i-oh;
They call me Hanging Johnny,
So hang, boys, hang.'
And the sun had set and the high moon whitened,
And the ship heeled over to the breeze.
He drew her into the shade of the sails,
And whispered tales
Of voyages in the China seas,
And his arm around her
Held and bound her.
She almost swooned,
With the breeze and the moon
And the slipping sea,
And he beside her,
Touching her, leaning The ship careening,
With the white moon steadily shining over
Her and her lover,
Theodore, still her lover!
Then a quiver fell on the crowded notes,
And slowly floated
A single note which spread and spread
Till it filled the room with a shimmer like gold,
And noises shivered throughout its length,
And tried its strength.
They pulled it, and tore it,
And the stuff waned thinner, but still it bore it.
Then a wide rent
Split the arching tent,
And balls of fire spurted through,
Spitting yellow, and mauve, and blue.
One by one they were quenched as they fell,
Only the blue burned steadily.
Paler and paler it grew, and - faded - away.
Herr Altgelt stopped.
'Well, Lottachen, my Dear, what do you say?
I think I'm in good trim. Now let's have dinner.
What's this, my Love, you're very sweet to-day.
I wonder how it happens I'm the winner
279
Of so much sweetness. But I think you're thinner;
You're like a bag of feathers on my knee.
Why, Lotta child, you're almost strangling me.
I'm glad you're going out this afternoon.
The days are getting short, and I'm so tied
At the Court Theatre my poor little bride
Has not much junketing I fear, but soon
I'll ask our manager to grant a boon.
To-night, perhaps, I'll get a pass for you,
And when I go, why Lotta can come too.
Now dinner, Love. I want some onion soup
To whip me up till that rehearsal's over.
You know it's odd how some women can stoop!
Fraeulein Gebnitz has taken on a lover,
A Jew named Goldstein. No one can discover
If it's his money. But she lives alone
Practically. Gebnitz is a stone,
Pores over books all day, and has no ear
For his wife's singing. Artists must have men;
They need appreciation. But it's queer
What messes people make of their lives, when
They should know more. If Gebnitz finds out, then
His wife will pack. Yes, shut the door at once.
I did not feel it cold, I am a dunce.'
Frau Altgelt tied her bonnet on and went
Into the streets. A bright, crisp Autumn wind
Flirted her skirts and hair. A turbulent,
Audacious wind it was, now close behind,
Pushing her bonnet forward till it twined
The strings across her face, then from in front
Slantingly swinging at her with a shunt,
Until she lay against it, struggling, pushing,
Dismayed to find her clothing tightly bound
Around her, every fold and wrinkle crushing
Itself upon her, so that she was wound
In draperies as clinging as those found
Sucking about a sea nymph on the frieze
280
Of some old Grecian temple. In the breeze
The shops and houses had a quality
Of hard and dazzling colour; something sharp
And buoyant, like white, puffing sails at sea.
The city streets were twanging like a harp.
Charlotta caught the movement, skippingly
She blew along the pavement, hardly knowing
Toward what destination she was going.
She fetched up opposite a jeweller's shop,
Where filigreed tiaras shone like crowns,
And necklaces of emeralds seemed to drop
And then float up again with lightness. Browns
Of striped agates struck her like cold frowns
Amid the gaiety of topaz seals,
Carved though they were with heads, and arms, and wheels.
A row of pencils knobbed with quartz or sard
Delighted her. And rings of every size
Turned smartly round like hoops before her eyes,
Amethyst-flamed or ruby-girdled, jarred
To spokes and flashing triangles, and starred
Like rockets bursting on a festal day.
Charlotta could not tear herself away.
With eyes glued tightly on a golden box,
Whose rare enamel piqued her with its hue,
Changeable, iridescent, shuttlecocks
Of shades and lustres always darting through
Its level, superimposing sheet of blue,
Charlotta did not hear footsteps approaching.
She started at the words: 'Am I encroaching?'
'Oh, Heinrich, how you frightened me! I thought
We were to meet at three, is it quite that?'
'No, it is not,' he answered, 'but I've caught
The trick of missing you. One thing is flat,
I cannot go on this way. Life is what
Might best be conjured up by the word: `Hell'.
Dearest, when will you come?' Lotta, to quell
281
His effervescence, pointed to the gems
Within the window, asked him to admire
A bracelet or a buckle. But one stems
Uneasily the burning of a fire.
Heinrich was chafing, pricked by his desire.
Little by little she wooed him to her mood
Until at last he promised to be good.
But here he started on another tack;
To buy a jewel, which one would Lotta choose.
She vainly urged against him all her lack
Of other trinkets. Should she dare to use
A ring or brooch her husband might accuse
Her of extravagance, and ask to see
A strict accounting, or still worse might be.
But Heinrich would not be persuaded. Why
Should he not give her what he liked? And in
He went, determined certainly to buy
A thing so beautiful that it would win
Her wavering fancy. Altgelt's violin
He would outscore by such a handsome jewel
That Lotta could no longer be so cruel!
Pity Charlotta, torn in diverse ways.
If she went in with him, the shopman might
Recognize her, give her her name; in days
To come he could denounce her. In her fright
She almost fled. But Heinrich would be quite
Capable of pursuing. By and by
She pushed the door and entered hurriedly.
It took some pains to keep him from bestowing
A pair of ruby earrings, carved like roses,
The setting twined to represent the growing
Tendrils and leaves, upon her. 'Who supposes
I could obtain such things! It simply closes
All comfort for me.' So he changed his mind
And bought as slight a gift as he could find.
A locket, frosted over with seed pearls,
Oblong and slim, for wearing at the neck,
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Or hidden in the bosom; their joined curls
Should lie in it. And further to bedeck
His love, Heinrich had picked a whiff, a fleck,
The merest puff of a thin, linked chain
To hang it from. Lotta could not refrain
From weeping as they sauntered down the street.
She did not want the locket, yet she did.
To have him love her she found very sweet,
But it is hard to keep love always hid.
Then there was something in her heart which chid
Her, told her she loved Theodore in him,
That all these meetings were a foolish whim.
She thought of Theodore and the life they led,
So near together, but so little mingled.
The great clouds bulged and bellied overhead,
And the fresh wind about her body tingled;
The crane of a large warehouse creaked and jingled;
Charlotta held her breath for very fear,
About her in the street she seemed to hear:
'They call me Hanging Johnny,
Away-i-oh;
They call me Hanging Johnny,
So hang, boys, hang.'
And it was Theodore, under the racing skies,
Who held her and who whispered in her ear.
She knew her heart was telling her no lies,
Beating and hammering. He was so dear,
The touch of him would send her in a queer
Swoon that was half an ecstasy. And yearning
For Theodore, she wandered, slowly turning
Street after street as Heinrich wished it so.
He had some aim, she had forgotten what.
Their progress was confused and very slow,
But at the last they reached a lonely spot,
A garden far above the highest shot
Of soaring steeple. At their feet, the town
Spread open like a chequer-board laid down.
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Lotta was dimly conscious of the rest,
Vaguely remembered how he clasped the chain
About her neck. She treated it in jest,
And saw his face cloud over with sharp pain.
Then suddenly she felt as though a strain
Were put upon her, collared like a slave,
Leashed in the meshes of this thing he gave.
She seized the flimsy rings with both her hands
To snap it, but they held with odd persistence.
Her eyes were blinded by two wind-blown strands
Of hair which had been loosened. Her resistance
Melted within her, from remotest distance,
Misty, unreal, his face grew warm and near,
And giving way she knew him very dear.
For long he held her, and they both gazed down
At the wide city, and its blue, bridged river.
From wooing he jested with her, snipped the blown
Strands of her hair, and tied them with a sliver
Cut from his own head. But she gave a shiver
When, opening the locket, they were placed
Under the glass, commingled and enlaced.
'When will you have it so with us?' He sighed.
She shook her head. He pressed her further. 'No,
No, Heinrich, Theodore loves me,' and she tried
To free herself and rise. He held her so,
Clipped by his arms, she could not move nor go.
'But you love me,' he whispered, with his face
Burning against her through her kerchief's lace.
Frau Altgelt knew she toyed with fire, knew
That what her husband lit this other man
Fanned to hot flame. She told herself that few
Women were so discreet as she, who ran
No danger since she knew what things to ban.
She opened her house door at five o'clock,
A short half-hour before her husband's knock.
Part Third
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The `Residenz-Theater' sparked and hummed
With lights and people. Gebnitz was to sing,
That rare soprano. All the fiddles strummed
With tuning up; the wood-winds made a ring
Of reedy bubbling noises, and the sting
Of sharp, red brass pierced every ear-drum; patting
From muffled tympani made a dark slatting
Across the silver shimmering of flutes;
A bassoon grunted, and an oboe wailed;
The 'celli pizzicato-ed like great lutes,
And mutterings of double basses trailed
Away to silence, while loud harp-strings hailed
Their thin, bright colours down in such a scatter
They lost themselves amid the general clatter.
Frau Altgelt in the gallery, alone,
Felt lifted up into another world.
Before her eyes a thousand candles shone
In the great chandeliers. A maze of curled
And powdered periwigs past her eyes swirled.
She smelt the smoke of candles guttering,
And caught the glint of jewelled fans fluttering
All round her in the boxes. Red and gold,
The house, like rubies set in filigree,
Filliped the candlelight about, and bold
Young sparks with eye-glasses, unblushingly
Ogled fair beauties in the balcony.
An officer went by, his steel spurs jangling.
Behind Charlotta an old man was wrangling
About a play-bill he had bought and lost.
Three drunken soldiers had to be ejected.
Frau Altgelt's eyes stared at the vacant post
Of Concert-Meister, she at once detected
The stir which brought him. But she felt neglected
When with no glance about him or her way,
He lifted up his violin to play.
The curtain went up? Perhaps. If so,
Charlotta never saw it go.
285
The famous Fraeulein Gebnitz' singing
Only came to her like the ringing
Of bells at a festa
Which swing in the air
And nobody realizes they are there.
They jingle and jangle,
And clang, and bang,
And never a soul could tell whether they rang,
For the plopping of guns and rockets
And the chinking of silver to spend, in one's pockets,
And the shuffling and clapping of feet,
And the loud flapping
Of flags, with the drums,
As the military comes.
It's a famous tune to walk to,
And I wonder where they're off to.
Step-step-stepping to the beating of the drums.
But the rhythm changes as though a mist
Were curling and twisting
Over the landscape.
For a moment a rhythmless, tuneless fog
Encompasses her. Then her senses jog
To the breath of a stately minuet.
Herr Altgelt's violin is set
In tune to the slow, sweeping bows, and retreats and advances,
To curtsies brushing the waxen floor as the Court dances.
Long and peaceful like warm Summer nights
When stars shine in the quiet river. And against the lights
Blundering insects knock,
And the `Rathaus' clock
Booms twice, through the shrill sounds
Of flutes and horns in the lamplit grounds.
Pressed against him in the mazy wavering
Of a country dance, with her short breath quavering
She leans upon the beating, throbbing
Music. Laughing, sobbing,
Feet gliding after sliding feet;
His - hers The ballroom blurs She feels the air
Lifting her hair,
And the lapping of water on the stone stair.
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He is there! He is there!
Twang harps, and squeal, you thin violins,
That the dancers may dance, and never discover
The old stone stair leading down to the river
With the chestnut-tree branches hanging over
Her and her lover.
Theodore, still her lover!
The evening passed like this, in a half faint,
Delirium with waking intervals
Which were the entr'acts. Under the restraint
Of a large company, the constant calls
For oranges or syrops from the stalls
Outside, the talk, the passing to and fro,
Lotta sat ill at ease, incognito.
She heard the Gebnitz praised, the tenor lauded,
The music vaunted as most excellent.
The scenery and the costumes were applauded,
The latter it was whispered had been sent
From Italy. The Herr Direktor spent
A fortune on them, so the gossips said.
Charlotta felt a lightness in her head.
When the next act began, her eyes were swimming,
Her prodded ears were aching and confused.
The first notes from the orchestra sent skimming
Her outward consciousness. Her brain was fused
Into the music, Theodore's music! Used
To hear him play, she caught his single tone.
For all she noticed they two were alone.
Part Fourth
Frau Altgelt waited in the chilly street,
Hustled by lackeys who ran up and down
Shouting their coachmen's names; forced to retreat
A pace or two by lurching chairmen; thrown
Rudely aside by linkboys; boldly shown
The ogling rapture in two bleary eyes
Thrust close to hers in most unpleasant wise.
287
Escaping these, she hit a liveried arm,
Was sworn at by this glittering gentleman
And ordered off. However, no great harm
Came to her. But she looked a trifle wan
When Theodore, her belated guardian,
Emerged. She snuggled up against him, trembling,
Half out of fear, half out of the assembling
Of all the thoughts and needs his playing had given.
Had she enjoyed herself, he wished to know.
'Oh! Theodore, can't you feel that it was Heaven!'
'Heaven! My Lottachen, and was it so?
Gebnitz was in good voice, but all the flow
Of her last aria was spoiled by Klops,
A wretched flutist, she was mad as hops.'
He was so simple, so matter-of-fact,
Charlotta Altgelt knew not what to say
To bring him to her dream. His lack of tact
Kept him explaining all the homeward way
How this thing had gone well, that badly. 'Stay,
Theodore!' she cried at last. 'You know to me
Nothing was real, it was an ecstasy.'
And he was heartily glad she had enjoyed
Herself so much, and said so. 'But it's good
To be got home again.' He was employed
In looking at his violin, the wood
Was old, and evening air did it no good.
But when he drew up to the table for tea
Something about his wife's vivacity
Struck him as hectic, worried him in short.
He talked of this and that but watched her close.
Tea over, he endeavoured to extort
The cause of her excitement. She arose
And stood beside him, trying to compose
Herself, all whipt to quivering, curdled life,
And he, poor fool, misunderstood his wife.
Suddenly, broken through her anxious grasp,
Her music-kindled love crashed on him there.
288
Amazed, he felt her fling against him, clasp
Her arms about him, weighing down his chair,
Sobbing out all her hours of despair.
'Theodore, a woman needs to hear things proved.
Unless you tell me, I feel I'm not loved.'
Theodore went under in this tearing wave,
He yielded to it, and its headlong flow
Filled him with all the energy she gave.
He was a youth again, and this bright glow,
This living, vivid joy he had to show
Her what she was to him. Laughing and crying,
She asked assurances there's no denying.
Over and over again her questions, till
He quite convinced her, every now and then
She kissed him, shivering as though doubting still.
But later when they were composed and when
She dared relax her probings, 'Lottachen,'
He asked, 'how is it your love has withstood
My inadvertence? I was made of wood.'
She told him, and no doubt she meant it truly,
That he was sun, and grass, and wind, and sky
To her. And even if conscience were unruly
She salved it by neat sophistries, but why
Suppose her insincere, it was no lie
She said, for Heinrich was as much forgot
As though he'd never been within earshot.
But Theodore's hands in straying and caressing
Fumbled against the locket where it lay
Upon her neck. 'What is this thing I'm pressing?'
He asked. 'Let's bring it to the light of day.'
He lifted up the locket. 'It should stay
Outside, my Dear. Your mother has good taste.
To keep it hidden surely is a waste.'
Pity again Charlotta, straight aroused
Out of her happiness. The locket brought
A chilly jet of truth upon her, soused
Under its icy spurting she was caught,
289
And choked, and frozen. Suddenly she sought
The clasp, but with such art was this contrived
Her fumbling fingers never once arrived
Upon it. Feeling, twisting, round and round,
She pulled the chain quite through the locket's ring
And still it held. Her neck, encompassed, bound,
Chafed at the sliding meshes. Such a thing
To hurl her out of joy! A gilded string
Binding her folly to her, and those curls
Which lay entwined beneath the clustered pearls!
Again she tried to break the cord. It stood.
'Unclasp it, Theodore,' she begged. But he
Refused, and being in a happy mood,
Twitted her with her inefficiency,
Then looking at her very seriously:
'I think, Charlotta, it is well to have
Always about one what a mother gave.
As she has taken the great pains to send
This jewel to you from Dresden, it will be
Ingratitude if you do not intend
To carry it about you constantly.
With her fine taste you cannot disagree,
The locket is most beautifully designed.'
He opened it and there the curls were, twined.
Charlotta's heart dropped beats like knitting-stitches.
She burned a moment, flaming; then she froze.
Her face was jerked by little, nervous twitches,
She heard her husband asking: 'What are those?'
Put out her hand quickly to interpose,
But stopped, the gesture half-complete, astounded
At the calm way the question was propounded.
'A pretty fancy, Dear, I do declare.
Indeed I will not let you put it off.
A lovely thought: yours and your mother's hair!'
Charlotta hid a gasp under a cough.
'Never with my connivance shall you doff
This charming gift.' He kissed her on the cheek,
290
And Lotta suffered him, quite crushed and meek.
When later in their room she lay awake,
Watching the moonlight slip along the floor,
She felt the chain and wept for Theodore's sake.
She had loved Heinrich also, and the core
Of truth, unlovely, startled her. Wherefore
She vowed from now to break this double life
And see herself only as Theodore's wife.
Part Fifth
It was no easy matter to convince
Heinrich that it was finished. Hard to say
That though they could not meet (he saw her wince)
She still must keep the locket to allay
Suspicion in her husband. She would pay
Him from her savings bit by bit - the oath
He swore at that was startling to them both.
Her resolution taken, Frau Altgelt
Adhered to it, and suffered no regret.
She found her husband all that she had felt
His music to contain. Her days were set
In his as though she were an amulet
Cased in bright gold. She joyed in her confining;
Her eyes put out her looking-glass with shining.
Charlotta was so gay that old, dull tasks
Were furbished up to seem like rituals.
She baked and brewed as one who only asks
The right to serve. Her daily manuals
Of prayer were duties, and her festivals
When Theodore praised some dish, or frankly said
She had a knack in making up a bed.
So Autumn went, and all the mountains round
The city glittered white with fallen snow,
For it was Winter. Over the hard ground
Herr Altgelt's footsteps came, each one a blow.
On the swept flags behind the currant row
Charlotta stood to greet him. But his lip
291
Only flicked hers. His Concert-Meistership
Was first again. This evening he had got
Important news. The opera ordered from
Young Mozart was arrived. That old despot,
The Bishop of Salzburg, had let him come
Himself to lead it, and the parts, still hot
From copying, had been tried over. Never
Had any music started such a fever.
The orchestra had cheered till they were hoarse,
The singers clapped and clapped. The town was made,
With such a great attraction through the course
Of Carnival time. In what utter shade
All other cities would be left! The trade
In music would all drift here naturally.
In his excitement he forgot his tea.
Lotta was forced to take his cup and put
It in his hand. But still he rattled on,
Sipping at intervals. The new catgut
Strings he was using gave out such a tone
The 'Maestro' had remarked it, and had gone
Out of his way to praise him. Lotta smiled,
He was as happy as a little child.
From that day on, Herr Altgelt, more and more,
Absorbed himself in work. Lotta at first
Was patient and well-wishing. But it wore
Upon her when two weeks had brought no burst
Of loving from him. Then she feared the worst;
That his short interest in her was a light
Flared up an instant only in the night.
`Idomeneo' was the opera's name,
A name that poor Charlotta learnt to hate.
Herr Altgelt worked so hard he seldom came
Home for his tea, and it was very late,
Past midnight sometimes, when he knocked. His state
Was like a flabby orange whose crushed skin
Is thin with pulling, and all dented in.
292
He practised every morning and her heart
Followed his bow. But often she would sit,
While he was playing, quite withdrawn apart,
Absently fingering and touching it,
The locket, which now seemed to her a bit
Of some gone youth. His music drew her tears,
And through the notes he played, her dreading ears
Heard Heinrich's voice, saying he had not changed;
Beer merchants had no ecstasies to take
Their minds off love. So far her thoughts had ranged
Away from her stern vow, she chanced to take
Her way, one morning, quite by a mistake,
Along the street where Heinrich had his shop.
What harm to pass it since she should not stop!
It matters nothing how one day she met
Him on a bridge, and blushed, and hurried by.
Nor how the following week he stood to let
Her pass, the pavement narrowing suddenly.
How once he took her basket, and once he
Pulled back a rearing horse who might have struck
Her with his hoofs. It seemed the oddest luck
How many times their business took them each
Right to the other. Then at last he spoke,
But she would only nod, he got no speech
From her. Next time he treated it in joke,
And that so lightly that her vow she broke
And answered. So they drifted into seeing
Each other as before. There was no fleeing.
Christmas was over and the Carnival
Was very near, and tripping from each tongue
Was talk of the new opera. Each book-stall
Flaunted it out in bills, what airs were sung,
What singers hired. Pictures of the young
'Maestro' were for sale. The town was mad.
Only Charlotta felt depressed and sad.
Each day now brought a struggle 'twixt her will
And Heinrich's. 'Twixt her love for Theodore
293
And him. Sometimes she wished to kill
Herself to solve her problem. For a score
Of reasons Heinrich tempted her. He bore
Her moods with patience, and so surely urged
Himself upon her, she was slowly merged
Into his way of thinking, and to fly
With him seemed easy. But next morning would
The Stradivarius undo her mood.
Then she would realize that she must cleave
Always to Theodore. And she would try
To convince Heinrich she should never leave,
And afterwards she would go home and grieve.
All thought in Munich centered on the part
Of January when there would be given
`Idomeneo' by Wolfgang Mozart.
The twenty-ninth was fixed. And all seats, even
Those almost at the ceiling, which were driven
Behind the highest gallery, were sold.
The inches of the theatre went for gold.
Herr Altgelt was a shadow worn so thin
With work, he hardly printed black behind
The candle. He and his old violin
Made up one person. He was not unkind,
But dazed outside his playing, and the rind,
The pine and maple of his fiddle, guarded
A part of him which he had quite discarded.
It woke in the silence of frost-bright nights,
In little lights,
Like will-o'-the-wisps flickering, fluttering,
Here - there Spurting, sputtering,
Fading and lighting,
Together, asunder Till Lotta sat up in bed with wonder,
And the faint grey patch of the window shone
Upon her sitting there, alone.
For Theodore slept.
294
The twenty-eighth was last rehearsal day,
'Twas called for noon, so early morning meant
Herr Altgelt's only time in which to play
His part alone. Drawn like a monk who's spent
Himself in prayer and fasting, Theodore went
Into the kitchen, with a weary word
Of cheer to Lotta, careless if she heard.
Lotta heard more than his spoken word.
She heard the vibrating of strings and wood.
She was washing the dishes, her hands all suds,
When the sound began,
Long as the span
Of a white road snaking about a hill.
The orchards are filled
With cherry blossoms at butterfly poise.
Hawthorn buds are cracking,
And in the distance a shepherd is clacking
His shears, snip-snipping the wool from his sheep.
The notes are asleep,
Lying adrift on the air
In level lines
Like sunlight hanging in pines and pines,
Strung and threaded,
All imbedded
In the blue-green of the hazy pines.
Lines - long, straight lines!
And stems,
Long, straight stems
Pushing up
To the cup of blue, blue sky.
Stems growing misty
With the many of them,
Red-green mist
Of the trees,
And these
Wood-flavoured notes.
The back is maple and the belly is pine.
The rich notes twine
As though weaving in and out of leaves,
Broad leaves
Flapping slowly like elephants' ears,
295
Waving and falling.
Another sound peers
Through little pine fingers,
And lingers, peeping.
Ping! Ping! pizzicato, something is cheeping.
There is a twittering up in the branches,
A chirp and a lilt,
And crimson atilt on a swaying twig.
Wings! Wings!
And a little ruffled-out throat which sings.
The forest bends, tumultuous
With song.
The woodpecker knocks,
And the song-sparrow trills,
Every fir, and cedar, and yew
Has a nest or a bird,
It is quite absurd
To hear them cutting across each other:
Peewits, and thrushes, and larks, all at once,
And a loud cuckoo is trying to smother
A wood-pigeon perched on a birch,
'Roo - coo - oo - oo -'
'Cuckoo! Cuckoo! That's one for you!'
A blackbird whistles, how sharp, how shrill!
And the great trees toss
And leaves blow down,
You can almost hear them splash on the ground.
The whistle again:
It is double and loud!
The leaves are splashing,
And water is dashing
Over those creepers, for they are shrouds;
And men are running up them to furl the sails,
For there is a capful of wind to-day,
And we are already well under way.
The deck is aslant in the bubbling breeze.
'Theodore, please.
Oh, Dear, how you tease!'
And the boatswain's whistle sounds again,
And the men pull on the sheets:
'My name is Hanging Johnny,
Away-i-oh;
296
They call me Hanging Johnny,
So hang, boys, hang.'
The trees of the forest are masts, tall masts;
They are swinging over
Her and her lover.
Almost swooning
Under the ballooning canvas,
She lies
Looking up in his eyes
As he bends farther over.
Theodore, still her lover!
The suds were dried upon Charlotta's hands,
She leant against the table for support,
Wholly forgotten. Theodore's eyes were brands
Burning upon his music. He stopped short.
Charlotta almost heard the sound of bands
Snapping. She put one hand up to her heart,
Her fingers touched the locket with a start.
Herr Altgelt put his violin away
Listlessly. 'Lotta, I must have some rest.
The strain will be a hideous one to-day.
Don't speak to me at all. It will be best
If I am quiet till I go.' And lest
She disobey, he left her. On the stairs
She heard his mounting steps. What use were prayers!
He could not hear, he was not there, for she
Was married to a mummy, a machine.
Her hand closed on the locket bitterly.
Before her, on a chair, lay the shagreen
Case of his violin. She saw the clean
Sun flash the open clasp. The locket's edge
Cut at her fingers like a pushing wedge.
A heavy cart went by, a distant bell
Chimed ten, the fire flickered in the grate.
She was alone. Her throat began to swell
With sobs. What kept her here, why should she wait?
The violin she had begun to hate
Lay in its case before her. Here she flung
297
The cover open. With the fiddle swung
Over her head, the hanging clock's loud ticking
Caught on her ear. 'Twas slow, and as she paused
The little door in it came open, flicking
A wooden cuckoo out: 'Cuckoo!' It caused
The forest dream to come again. 'Cuckoo!'
Smashed on the grate, the violin broke in two.
'Cuckoo! Cuckoo!' the clock kept striking on;
But no one listened. Frau Altgelt had gone.
~ Amy Lowell,#NFDB
1388:The Rosciad
Unknowing and unknown, the hardy Muse
Boldly defies all mean and partial views;
With honest freedom plays the critic's part,
And praises, as she censures, from the heart.
Roscius deceased, each high aspiring player
Push'd all his interest for the vacant chair.
The buskin'd heroes of the mimic stage
No longer whine in love, and rant in rage;
The monarch quits his throne, and condescends
Humbly to court the favour of his friends;
For pity's sake tells undeserved mishaps,
And, their applause to gain, recounts his claps.
Thus the victorious chiefs of ancient Rome,
To win the mob, a suppliant's form assume;
In pompous strain fight o'er the extinguish'd war,
And show where honour bled in every scar.
But though bare merit might in Rome appear
The strongest plea for favour, 'tis not here;
We form our judgment in another way;
And they will best succeed, who best can pay:
Those who would gain the votes of British tribes,
Must add to force of merit, force of bribes.
What can an actor give? In every age
Cash hath been rudely banish'd from the stage;
Monarchs themselves, to grief of every player,
Appear as often as their image there:
They can't, like candidate for other seat,
Pour seas of wine, and mountains raise of meat.
Wine! they could bribe you with the world as soon,
And of 'Roast Beef,' they only know the tune:
But what they have they give; could Clive do more,
Though for each million he had brought home four?
Shuter keeps open house at Southwark fair,
And hopes the friends of humour will be there;
In Smithfield, Yates prepares the rival treat
For those who laughter love, instead of meat;
Foote, at Old House,--for even Foote will be,
In self-conceit, an actor,--bribes with tea;
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Which Wilkinson at second-hand receives,
And at the New, pours water on the leaves.
The town divided, each runs several ways,
As passion, humour, interest, party sways.
Things of no moment, colour of the hair,
Shape of a leg, complexion brown or fair,
A dress well chosen, or a patch misplaced,
Conciliate favour, or create distaste.
From galleries loud peals of laughter roll,
And thunder Shuter's praises; he's so droll.
Embox'd, the ladies must have something smart,
Palmer! oh! Palmer tops the jaunty part.
Seated in pit, the dwarf with aching eyes,
Looks up, and vows that Barry's out of size;
Whilst to six feet the vigorous stripling grown,
Declares that Garrick is another Coan.
When place of judgment is by whim supplied,
And our opinions have their rise in pride;
When, in discoursing on each mimic elf,
We praise and censure with an eye to self;
All must meet friends, and Ackman bids as fair,
In such a court, as Garrick, for the chair.
At length agreed, all squabbles to decide,
By some one judge the cause was to be tried;
But this their squabbles did afresh renew,
Who should be judge in such a trial:--who?
For Johnson some; but Johnson, it was fear'd,
Would be too grave; and Sterne too gay appear'd;
Others for Franklin voted; but 'twas known,
He sicken'd at all triumphs but his own:
For Colman many, but the peevish tongue
Of prudent Age found out that he was young:
For Murphy some few pilfering wits declared,
Whilst Folly clapp'd her hands, and Wisdom stared.
To mischief train'd, e'en from his mother's womb,
Grown old in fraud, though yet in manhood's bloom,
Adopting arts by which gay villains rise,
And reach the heights which honest men despise;
Mute at the bar, and in the senate loud,
Dull 'mongst the dullest, proudest of the proud;
A pert, prim, prater of the northern race,
Guilt in his heart, and famine in his face,
260
Stood forth,--and thrice he waved his lily hand,
And thrice he twirled his tye, thrice stroked his band:-At Friendship's call (thus oft, with traitorous aim,
Men void of faith usurp Faith's sacred name)
At Friendship's call I come, by Murphy sent,
Who thus by me develops his intent:
But lest, transfused, the spirit should be lost,
That spirit which, in storms of rhetoric toss'd,
Bounces about, and flies like bottled beer,
In his own words his own intentions hear.
Thanks to my friends; but to vile fortunes born,
No robes of fur these shoulders must adorn.
Vain your applause, no aid from thence I draw;
Vain all my wit, for what is wit in law?
Twice, (cursed remembrance!) twice I strove to gain
Admittance 'mongst the law-instructed train,
Who, in the Temple and Gray's Inn, prepare
For clients' wretched feet the legal snare;
Dead to those arts which polish and refine,
Deaf to all worth, because that worth was mine,
Twice did those blockheads startle at my name,
And foul rejection gave me up to shame.
To laws and lawyers then I bade adieu,
And plans of far more liberal note pursue.
Who will may be a judge--my kindling breast
Burns for that chair which Roscius once possess'd.
Here give your votes, your interest here exert,
And let success for once attend desert.
With sleek appearance, and with ambling pace,
And, type of vacant head, with vacant face,
The Proteus Hill put in his modest plea,-Let Favour speak for others, Worth for me.-For who, like him, his various powers could call
Into so many shapes, and shine in all?
Who could so nobly grace the motley list,
Actor, Inspector, Doctor, Botanist?
Knows any one so well--sure no one knows-At once to play, prescribe, compound, compose?
Who can--but Woodward came,--Hill slipp'd away,
Melting, like ghosts, before the rising day.
With that low cunning, which in fools supplies,
And amply too, the place of being wise,
261
Which Nature, kind, indulgent parent, gave
To qualify the blockhead for a knave;
With that smooth falsehood, whose appearance charms,
And Reason of each wholesome doubt disarms,
Which to the lowest depths of guile descends,
By vilest means pursues the vilest ends;
Wears Friendship's mask for purposes of spite,
Pawns in the day, and butchers in the night;
With that malignant envy which turns pale,
And sickens, even if a friend prevail,
Which merit and success pursues with hate,
And damns the worth it cannot imitate;
With the cold caution of a coward's spleen,
Which fears not guilt, but always seeks a screen,
Which keeps this maxim ever in her view-What's basely done, should be done safely too;
With that dull, rooted, callous impudence,
Which, dead to shame and every nicer sense,
Ne'er blush'd, unless, in spreading Vice's snares,
She blunder'd on some virtue unawares;
With all these blessings, which we seldom find
Lavish'd by Nature on one happy mind,
A motley figure, of the Fribble tribe,
Which heart can scarce conceive, or pen describe,
Came simpering on--to ascertain whose sex
Twelve sage impannell'd matrons would perplex.
Nor male, nor female; neither, and yet both;
Of neuter gender, though of Irish growth;
A six-foot suckling, mincing in Its gait;
Affected, peevish, prim, and delicate;
Fearful It seem'd, though of athletic make,
Lest brutal breezes should too roughly shake
Its tender form, and savage motion spread,
O'er Its pale cheeks, the horrid manly red.
Much did It talk, in Its own pretty phrase,
Of genius and of taste, of players and of plays;
Much too of writings, which Itself had wrote,
Of special merit, though of little note;
For Fate, in a strange humour, had decreed
That what It wrote, none but Itself should read;
Much, too, It chatter'd of dramatic laws,
Misjudging critics, and misplaced applause;
262
Then, with a self-complacent, jutting air,
It smiled, It smirk'd, It wriggled to the chair;
And, with an awkward briskness not Its own,
Looking around, and perking on the throne,
Triumphant seem'd; when that strange savage dame,
Known but to few, or only known by name,
Plain Common-Sense appear'd, by Nature there
Appointed, with plain Truth, to guard the chair,
The pageant saw, and, blasted with her frown,
To Its first state of nothing melted down.
Nor shall the Muse, (for even there the pride
Of this vain nothing shall be mortified)
Nor shall the Muse (should Fate ordain her rhymes,
Fond, pleasing thought! to live in after-times)
With such a trifler's name her pages blot;
Known be the character, the thing forgot:
Let It, to disappoint each future aim,
Live without sex, and die without a name!
Cold-blooded critics, by enervate sires
Scarce hammer'd out, when Nature's feeble fires
Glimmer'd their last; whose sluggish blood, half froze,
Creeps labouring through the veins; whose heart ne'er glows
With fancy-kindled heat;--a servile race,
Who, in mere want of fault, all merit place;
Who blind obedience pay to ancient schools,
Bigots to Greece, and slaves to musty rules;
With solemn consequence declared that none
Could judge that cause but Sophocles alone.
Dupes to their fancied excellence, the crowd,
Obsequious to the sacred dictate, bow'd.
When, from amidst the throng, a youth stood forth,
Unknown his person, not unknown his worth;
His look bespoke applause; alone he stood,
Alone he stemm'd the mighty critic flood.
He talk'd of ancients, as the man became
Who prized our own, but envied not their fame;
With noble reverence spoke of Greece and Rome,
And scorn'd to tear the laurel from the tomb.
But, more than just to other countries grown,
Must we turn base apostates to our own?
Where do these words of Greece and Rome excel,
That England may not please the ear as well?
263
What mighty magic's in the place or air,
That all perfection needs must centre there?
In states, let strangers blindly be preferr'd;
In state of letters, merit should be heard.
Genius is of no country; her pure ray
Spreads all abroad, as general as the day;
Foe to restraint, from place to place she flies,
And may hereafter e'en in Holland rise.
May not, (to give a pleasing fancy scope,
And cheer a patriot heart with patriot hope)
May not some great extensive genius raise
The name of Britain 'bove Athenian praise;
And, whilst brave thirst of fame his bosom warms,
Make England great in letters as in arms?
There may--there hath,--and Shakspeare's Muse aspires
Beyond the reach of Greece; with native fires
Mounting aloft, he wings his daring flight,
Whilst Sophocles below stands trembling at his height.
Why should we then abroad for judges roam,
When abler judges we may find at home?
Happy in tragic and in comic powers,
Have we not Shakspeare?--Is not Jonson ours?
For them, your natural judges, Britons, vote;
They'll judge like Britons, who like Britons wrote.
He said, and conquer'd--Sense resumed her sway,
And disappointed pedants stalk'd away.
Shakspeare and Jonson, with deserved applause,
Joint-judges were ordain'd to try the cause.
Meantime the stranger every voice employ'd,
To ask or tell his name. Who is it? Lloyd.
Thus, when the aged friends of Job stood mute,
And, tamely prudent, gave up the dispute,
Elihu, with the decent warmth of youth,
Boldly stood forth the advocate of Truth;
Confuted Falsehood, and disabled Pride,
Whilst baffled Age stood snarling at his side.
The day of trial's fix'd, nor any fear
Lest day of trial should be put off here.
Causes but seldom for delay can call
In courts where forms are few, fees none at all.
The morning came, nor find I that the Sun,
As he on other great events hath done,
264
Put on a brighter robe than what he wore
To go his journey in, the day before.
Full in the centre of a spacious plain,
On plan entirely new, where nothing vain,
Nothing magnificent appear'd, but Art
With decent modesty perform'd her part,
Rose a tribunal: from no other court
It borrow'd ornament, or sought support:
No juries here were pack'd to kill or clear,
No bribes were taken, nor oaths broken here;
No gownsmen, partial to a client's cause,
To their own purpose turn'd the pliant laws;
Each judge was true and steady to his trust,
As Mansfield wise, and as old Foster just.
In the first seat, in robe of various dyes,
A noble wildness flashing from his eyes,
Sat Shakspeare: in one hand a wand he bore,
For mighty wonders famed in days of yore;
The other held a globe, which to his will
Obedient turn'd, and own'd the master's skill:
Things of the noblest kind his genius drew,
And look'd through Nature at a single view:
A loose he gave to his unbounded soul,
And taught new lands to rise, new seas to roll;
Call'd into being scenes unknown before,
And passing Nature's bounds, was something more.
Next Jonson sat, in ancient learning train'd,
His rigid judgment Fancy's flights restrain'd;
Correctly pruned each wild luxuriant thought,
Mark'd out her course, nor spared a glorious fault.
The book of man he read with nicest art,
And ransack'd all the secrets of the heart;
Exerted penetration's utmost force,
And traced each passion to its proper source;
Then, strongly mark'd, in liveliest colours drew,
And brought each foible forth to public view:
The coxcomb felt a lash in every word,
And fools, hung out, their brother fools deterr'd.
His comic humour kept the world in awe,
And Laughter frighten'd Folly more than Law.
But, hark! the trumpet sounds, the crowd gives way,
And the procession comes in just array.
265
Now should I, in some sweet poetic line,
Offer up incense at Apollo's shrine,
Invoke the Muse to quit her calm abode,
And waken Memory with a sleeping Ode.
For how shall mortal man, in mortal verse,
Their titles, merits, or their names rehearse?
But give, kind Dulness! memory and rhyme,
We 'll put off Genius till another time.
First, Order came,--with solemn step, and slow,
In measured time his feet were taught to go.
Behind, from time to time, he cast his eye,
Lest this should quit his place, that step awry.
Appearances to save his only care;
So things seem right, no matter what they are.
In him his parents saw themselves renew'd,
Begotten by Sir Critic on Saint Prude.
Then came drum, trumpet, hautboy, fiddle, flute;
Next snuffer, sweeper, shifter, soldier, mute:
Legions of angels all in white advance;
Furies, all fire, come forward in a dance;
Pantomime figures then are brought to view,
Fools, hand in hand with fools, go two by two.
Next came the treasurer of either house;
One with full purse, t'other with not a sous.
Behind, a group of figures awe create,
Set off with all the impertinence of state;
By lace and feather consecrate to fame,
Expletive kings, and queens without a name.
Here Havard, all serene, in the same strains,
Loves, hates, and rages, triumphs and complains;
His easy vacant face proclaim'd a heart
Which could not feel emotions, nor impart.
With him came mighty Davies: on my life,
That Davies hath a very pretty wife!
Statesman all over, in plots famous grown,
He mouths a sentence, as curs mouth a bone.
Next Holland came: with truly tragic stalk,
He creeps, he flies,--a hero should not walk.
As if with Heaven he warr'd, his eager eyes
Planted their batteries against the skies;
Attitude, action, air, pause, start, sigh, groan,
He borrow'd, and made use of as his own.
266
By fortune thrown on any other stage,
He might, perhaps, have pleased an easy age;
But now appears a copy, and no more,
Of something better we have seen before.
The actor who would build a solid fame,
Must Imitation's servile arts disclaim;
Act from himself, on his own bottom stand;
I hate e'en Garrick thus at second-hand.
Behind came King.--Bred up in modest lore,
Bashful and young, he sought Hibernia's shore;
Hibernia, famed, 'bove every other grace,
For matchless intrepidity of face.
From her his features caught the generous flame,
And bid defiance to all sense of shame.
Tutor'd by her all rivals to surpass,
'Mongst Drury's sons he comes, and shines in Brass.
Lo, Yates! Without the least finesse of art
He gets applause--I wish he'd get his part.
When hot Impatience is in full career,
How vilely 'Hark ye! hark ye!' grates the ear;
When active fancy from the brain is sent,
And stands on tip-toe for some wish'd event,
I hate those careless blunders, which recall
Suspended sense, and prove it fiction all.
In characters of low and vulgar mould,
Where Nature's coarsest features we behold;
Where, destitute of every decent grace,
Unmanner'd jests are blurted in your face,
There Yates with justice strict attention draws,
Acts truly from himself, and gains applause.
But when, to please himself or charm his wife,
He aims at something in politer life,
When, blindly thwarting Nature's stubborn plan,
He treads the stage by way of gentleman,
The clown, who no one touch of breeding knows,
Looks like Tom Errand dress'd in Clincher's clothes.
Fond of his dress, fond of his person grown,
Laugh'd at by all, and to himself unknown,
Prom side to side he struts, he smiles, he prates,
And seems to wonder what's become of Yates.
Woodward, endow'd with various tricks of face,
Great master in the science of grimace,
267
From Ireland ventures, favourite of the town,
Lured by the pleasing prospect of renown;
A speaking harlequin, made up of whim,
He twists, he twines, he tortures every limb;
Plays to the eye with a mere monkey's art,
And leaves to sense the conquest of the heart.
We laugh indeed, but, on reflection's birth,
We wonder at ourselves, and curse our mirth.
His walk of parts he fatally misplaced,
And inclination fondly took for taste;
Hence hath the town so often seen display'd
Beau in burlesque, high life in masquerade.
But when bold wits,--not such as patch up plays,
Cold and correct, in these insipid days,-Some comic character, strong featured, urge
To probability's extremest verge;
Where modest Judgment her decree suspends,
And, for a time, nor censures, nor commends;
Where critics can't determine on the spot
Whether it is in nature found or not,
There Woodward safely shall his powers exert,
Nor fail of favour where he shows desert;
Hence he in Bobadil such praises bore,
Such worthy praises, Kitely scarce had more.
By turns transform'd into all kind of shapes,
Constant to none, Foote laughs, cries, struts, and scrapes:
Now in the centre, now in van or rear,
The Proteus shifts, bawd, parson, auctioneer.
His strokes of humour, and his bursts of sport,
Are all contain'd in this one word--distort.
Doth a man stutter, look a-squint, or halt?
Mimics draw humour out of Nature's fault,
With personal defects their mirth adorn,
And bang misfortunes out to public scorn.
E'en I, whom Nature cast in hideous mould,
Whom, having made, she trembled to behold,
Beneath the load of mimicry may groan,
And find that Nature's errors are my own.
Shadows behind of Foote and Woodward came;
Wilkinson this, Obrien was that name.
Strange to relate, but wonderfully true,
That even shadows have their shadows too!
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With not a single comic power endued,
The first a mere, mere mimic's mimic stood;
The last, by Nature form'd to please, who shows,
In Johnson's Stephen, which way genius grows,
Self quite put off, affects with too much art
To put on Woodward in each mangled part;
Adopts his shrug, his wink, his stare; nay, more,
His voice, and croaks; for Woodward croak'd before.
When a dull copier simple grace neglects,
And rests his imitation in defects,
We readily forgive; but such vile arts
Are double guilt in men of real parts.
By Nature form'd in her perversest mood,
With no one requisite of art endued,
Next Jackson came--Observe that settled glare,
Which better speaks a puppet than a player;
List to that voice--did ever Discord hear
Sounds so well fitted to her untuned ear?
When to enforce some very tender part,
The right hand slips by instinct on the heart,
His soul, of every other thought bereft,
Is anxious only where to place the left;
He sobs and pants to soothe his weeping spouse;
To soothe his weeping mother, turns and bows:
Awkward, embarrass'd, stiff, without the skill
Of moving gracefully, or standing still,
One leg, as if suspicious of his brother,
Desirous seems to run away from t'other.
Some errors, handed down from age to age,
Plead custom's force, and still possess the stage.
That's vile: should we a parent's faults adore,
And err, because our fathers err'd before?
If, inattentive to the author's mind,
Some actors made the jest they could not find;
If by low tricks they marr'd fair Nature's mien,
And blurr'd the graces of the simple scene,
Shall we, if reason rightly is employ'd,
Not see their faults, or seeing, not avoid?
When Falstaff stands detected in a lie,
Why, without meaning, rolls Love's glassy eye?
Why? There's no cause--at least no cause we know-It was the fashion twenty years ago.
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Fashion!--a word which knaves and fools may use,
Their knavery and folly to excuse.
To copy beauties, forfeits all pretence
To fame--to copy faults, is want of sense.
Yet (though in some particulars he fails,
Some few particulars, where mode prevails)
If in these hallow'd times, when, sober, sad,
All gentlemen are melancholy mad;
When 'tis not deem'd so great a crime by half
To violate a vestal as to laugh,
Rude mirth may hope, presumptuous, to engage
An act of toleration for the stage;
And courtiers will, like reasonable creatures,
Suspend vain fashion, and unscrew their features;
Old Falstaff, play'd by Love, shall please once more,
And humour set the audience in a roar.
Actors I've seen, and of no vulgar name,
Who, being from one part possess'd of fame,
Whether they are to laugh, cry, whine, or bawl,
Still introduce that favourite part in all.
Here, Love, be cautious--ne'er be thou betray'd
To call in that wag Falstaff's dangerous aid;
Like Goths of old, howe'er he seems a friend,
He'll seize that throne you wish him to defend.
In a peculiar mould by Humour cast,
For Falstaff framed--himself the first and last-He stands aloof from all--maintains his state,
And scorns, like Scotsmen, to assimilate.
Vain all disguise--too plain we see the trick,
Though the knight wears the weeds of Dominic;
And Boniface disgraced, betrays the smack,
In _anno Domini_, of Falstaff sack.
Arms cross'd, brows bent, eyes fix'd, feet marching slow,
A band of malcontents with spleen o'erflow;
Wrapt in Conceit's impenetrable fog,
Which Pride, like Phoebus, draws from every bog,
They curse the managers, and curse the town
Whose partial favour keeps such merit down.
But if some man, more hardy than the rest,
Should dare attack these gnatlings in their nest,
At once they rise with impotence of rage,
Whet their small stings, and buzz about the stage:
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'Tis breach of privilege! Shall any dare
To arm satiric truth against a player?
Prescriptive rights we plead, time out of mind;
Actors, unlash'd themselves, may lash mankind.
What! shall Opinion then, of nature free,
And liberal as the vagrant air, agree
To rust in chains like these, imposed by things,
Which, less than nothing, ape the pride of kings?
No--though half-poets with half-players join
To curse the freedom of each honest line;
Though rage and malice dim their faded cheek,
What the Muse freely thinks, she'll freely speak;
With just disdain of every paltry sneer,
Stranger alike to flattery and fear,
In purpose fix'd, and to herself a rule,
Public contempt shall wait the public fool.
Austin would always glisten in French silks;
Ackman would Norris be, and Packer, Wilkes:
For who, like Ackman, can with humour please;
Who can, like Packer, charm with sprightly ease?
Higher than all the rest, see Bransby strut:
A mighty Gulliver in Lilliput!
Ludicrous Nature! which at once could show
A man so very high, so very low!
If I forget thee, Blakes, or if I say
Aught hurtful, may I never see thee play.
Let critics, with a supercilious air,
Decry thy various merit, and declare
Frenchman is still at top; but scorn that rage
Which, in attacking thee, attacks the age.
French follies, universally embraced,
At once provoke our mirth, and form our taste.
Long, from a nation ever hardly used,
At random censured, wantonly abused,
Have Britons drawn their sport; with partial view
Form'd general notions from the rascal few;
Condemn'd a people, as for vices known,
Which from their country banish'd, seek our own.
At length, howe'er, the slavish chain is broke,
And Sense, awaken'd, scorns her ancient yoke:
Taught by thee, Moody, we now learn to raise
Mirth from their foibles; from their virtues, praise.
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Next came the legion which our summer Bayes,
From alleys, here and there, contrived to raise,
Flush'd with vast hopes, and certain to succeed,
With wits who cannot write, and scarce can read.
Veterans no more support the rotten cause,
No more from Elliot's worth they reap applause;
Each on himself determines to rely;
Be Yates disbanded, and let Elliot fly.
Never did players so well an author fit,
To Nature dead, and foes declared to wit.
So loud each tongue, so empty was each head,
So much they talk'd, so very little said,
So wondrous dull, and yet so wondrous vain,
At once so willing, and unfit to reign,
That Reason swore, nor would the oath recall,
Their mighty master's soul inform'd them all.
As one with various disappointments sad,
Whom dulness only kept from being mad,
Apart from all the rest great Murphy came-Common to fools and wits, the rage of fame.
What though the sons of Nonsense hail him Sire,
Auditor, Author, Manager, and Squire,
His restless soul's ambition stops not there;
To make his triumphs perfect, dub him Player.
In person tall, a figure form'd to please,
If symmetry could charm deprived of ease;
When motionless he stands, we all approve;
What pity 'tis the thing was made to move.
His voice, in one dull, deep, unvaried sound,
Seems to break forth from caverns under ground;
From hollow chest the low sepulchral note
Unwilling heaves, and struggles in his throat.
Could authors butcher'd give an actor grace,
All must to him resign the foremost place.
When he attempts, in some one favourite part,
To ape the feelings of a manly heart,
His honest features the disguise defy,
And his face loudly gives his tongue the lie.
Still in extremes, he knows no happy mean,
Or raving mad, or stupidly serene.
In cold-wrought scenes, the lifeless actor flags;
In passion, tears the passion into rags.
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Can none remember? Yes--I know all must-When in the Moor he ground his teeth to dust,
When o'er the stage he Folly's standard bore,
Whilst Common-Sense stood trembling at the door.
How few are found with real talents blest!
Fewer with Nature's gifts contented rest.
Man from his sphere eccentric starts astray:
All hunt for fame, but most mistake the way.
Bred at St Omer's to the shuffling trade,
The hopeful youth a Jesuit might have made;
With various readings stored his empty skull,
Learn'd without sense, and venerably dull;
Or, at some banker's desk, like many more,
Content to tell that two and two make four;
His name had stood in City annals fair,
And prudent Dulness mark'd him for a mayor.
What, then, could tempt thee, in a critic age,
Such blooming hopes to forfeit on a stage?
Could it be worth thy wondrous waste of pains
To publish to the world thy lack of brains?
Or might not Reason e'en to thee have shown,
Thy greatest praise had been to live unknown?
Yet let not vanity like thine despair:
Fortune makes Folly her peculiar care.
A vacant throne, high-placed in Smithfield, view.
To sacred Dulness and her first-born due,
Thither with haste in happy hour repair,
Thy birthright claim, nor fear a rival there.
Shuter himself shall own thy juster claim,
And venal Ledgers puff their Murphy's name;
Whilst Vaughan, or Dapper, call him which you will,
Shall blow the trumpet, and give out the bill.
There rule, secure from critics and from sense,
Nor once shall Genius rise to give offence;
Eternal peace shall bless the happy shore,
And little factions break thy rest no more.
From Covent Garden crowds promiscuous go,
Whom the Muse knows not, nor desires to know;
Veterans they seem'd, but knew of arms no more
Than if, till that time, arms they never bore:
Like Westminster militia train'd to fight,
They scarcely knew the left hand from the right.
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Ashamed among such troops to show the head,
Their chiefs were scatter'd, and their heroes fled.
Sparks at his glass sat comfortably down
To separate frown from smile, and smile from frown.
Smith, the genteel, the airy, and the smart,
Smith was just gone to school to say his part.
Ross (a misfortune which we often meet)
Was fast asleep at dear Statira's feet;
Statira, with her hero to agree,
Stood on her feet as fast asleep as he.
Macklin, who largely deals in half-form'd sounds,
Who wantonly transgresses Nature's bounds,
Whose acting's hard, affected, and constrain'd,
Whose features, as each other they disdain'd,
At variance set, inflexible and coarse,
Ne'er know the workings of united force,
Ne'er kindly soften to each other's aid,
Nor show the mingled powers of light and shade;
No longer for a thankless stage concern'd,
To worthier thoughts his mighty genius turn'd,
Harangued, gave lectures, made each simple elf
Almost as good a speaker as himself;
Whilst the whole town, mad with mistaken zeal,
An awkward rage for elocution feel;
Dull cits and grave divines his praise proclaim,
And join with Sheridan's their Macklin's name.
Shuter, who never cared a single pin
Whether he left out nonsense, or put in,
Who aim'd at wit, though, levell'd in the dark,
The random arrow seldom hit the mark,
At Islington, all by the placid stream
Where city swains in lap of Dulness dream,
Where quiet as her strains their strains do flow,
That all the patron by the bards may know,
Secret as night, with Rolt's experienced aid,
The plan of future operations laid,
Projected schemes the summer months to cheer,
And spin out happy folly through the year.
But think not, though these dastard chiefs are fled,
That Covent Garden troops shall want a head:
Harlequin comes their chief! See from afar
The hero seated in fantastic car!
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Wedded to Novelty, his only arms
Are wooden swords, wands, talismans, and charms;
On one side Folly sits, by some call'd Fun,
And on the other his arch-patron, Lun;
Behind, for liberty athirst in vain,
Sense, helpless captive, drags the galling chain:
Six rude misshapen beasts the chariot draw,
Whom Reason loathes, and Nature never saw,
Monsters with tails of ice, and heads of fire;
'Gorgons, and Hydras, and Chimeras dire.'
Each was bestrode by full as monstrous wight,
Giant, dwarf, genius, elf, hermaphrodite.
The Town, as usual, met him in full cry;
The Town, as usual, knew no reason why:
But Fashion so directs, and Moderns raise
On Fashion's mouldering base their transient praise.
Next, to the field a band of females draw
Their force, for Britain owns no Salique law:
Just to their worth, we female rights admit,
Nor bar their claim to empire or to wit.
First giggling, plotting chambermaids arrive,
Hoydens and romps, led on by General Clive.
In spite of outward blemishes, she shone,
For humour famed, and humour all her own:
Easy, as if at home, the stage she trod,
Nor sought the critic's praise, nor fear'd his rod:
Original in spirit and in ease,
She pleased by hiding all attempts to please:
No comic actress ever yet could raise,
On Humour's base, more merit or more praise.
With all the native vigour of sixteen,
Among the merry troop conspicuous seen,
See lively Pope advance, in jig, and trip
Corinna, Cherry, Honeycomb, and Snip:
Not without art, but yet to nature true,
She charms the town with humour just, yet new:
Cheer'd by her promise, we the less deplore
The fatal time when Olive shall be no more.
Lo! Vincent comes! With simple grace array'd,
She laughs at paltry arts, and scorns parade:
Nature through her is by reflection shown,
Whilst Gay once more knows Polly for his own.
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Talk not to me of diffidence and fear-I see it all, but must forgive it here;
Defects like these, which modest terrors cause,
From Impudence itself extort applause.
Candour and Reason still take Virtue's part;
We love e'en foibles in so good a heart.
Let Tommy Arne,--with usual pomp of style,
Whose chief, whose only merit's to compile;
Who, meanly pilfering here and there a bit,
Deals music out as Murphy deals out wit,-Publish proposals, laws for taste prescribe,
And chaunt the praise of an Italian tribe;
Let him reverse kind Nature's first decrees,
And teach e'en Brent a method not to please;
But never shall a truly British age
Bear a vile race of eunuchs on the stage;
The boasted work's call'd national in vain,
If one Italian voice pollutes the strain.
Where tyrants rule, and slaves with joy obey,
Let slavish minstrels pour the enervate lay;
To Britons far more noble pleasures spring,
In native notes whilst Beard and Vincent sing.
Might figure give a title unto fame,
What rival should with Yates dispute her claim?
But justice may not partial trophies raise,
Nor sink the actress' in the woman's praise.
Still hand in hand her words and actions go,
And the heart feels more than the features show;
For, through the regions of that beauteous face
We no variety of passions trace;
Dead to the soft emotions of the heart,
No kindred softness can those eyes impart:
The brow, still fix'd in sorrow's sullen frame,
Void of distinction, marks all parts the same.
What's a fine person, or a beauteous face,
Unless deportment gives them decent grace?
Bless'd with all other requisites to please,
Some want the striking elegance of ease;
The curious eye their awkward movement tires;
They seem like puppets led about by wires.
Others, like statues, in one posture still,
Give great ideas of the workman's skill;
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Wond'ring, his art we praise the more we view,
And only grieve he gave not motion too.
Weak of themselves are what we beauties call,
It is the manner which gives strength to all;
This teaches every beauty to unite,
And brings them forward in the noblest light;
Happy in this, behold, amidst the throng,
With transient gleam of grace, Hart sweeps along.
If all the wonders of external grace,
A person finely turn'd, a mould of face,
Where--union rare--expression's lively force
With beauty's softest magic holds discourse,
Attract the eye; if feelings, void of art,
Rouse the quick passions, and inflame the heart;
If music, sweetly breathing from the tongue,
Captives the ear, Bride must not pass unsung.
When fear, which rank ill-nature terms conceit,
By time and custom conquer'd, shall retreat;
When judgment, tutor'd by experience sage,
Shall shoot abroad, and gather strength from age;
When Heaven, in mercy, shall the stage release
From the dull slumbers of a still-life piece;
When some stale flower, disgraceful to the walk,
Which long hath hung, though wither'd, on the stalk,
Shall kindly drop, then Bride shall make her way,
And merit find a passage to the day;
Brought into action, she at once shall raise
Her own renown, and justify our praise.
Form'd for the tragic scene, to grace the stage
With rival excellence of love and rage;
Mistress of each soft art, with matchless skill
To turn and wind the passions as she will;
To melt the heart with sympathetic woe,
Awake the sigh, and teach the tear to flow;
To put on frenzy's wild, distracted glare,
And freeze the soul with horror and despair;
With just desert enroll'd in endless fame,
Conscious of worth superior, Cibber came.
When poor Alicia's madd'ning brains are rack'd,
And strongly imaged griefs her mind distract,
Struck with her grief, I catch the madness too,
My brain turns round, the headless trunk I view!
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The roof cracks, shakes, and falls--new horrors rise,
And Reason buried in the ruin lies!
Nobly disdainful of each slavish art,
She makes her first attack upon the heart;
Pleased with the summons, it receives her laws,
And all is silence, sympathy, applause.
But when, by fond ambition drawn aside,
Giddy with praise, and puff'd with female pride,
She quits the tragic scene, and, in pretence
To comic merit, breaks down nature's fence,
I scarcely can believe my ears or eyes,
Or find out Cibber through the dark disguise.
Pritchard, by Nature for the stage design'd,
In person graceful, and in sense refined;
Her art as much as Nature's friend became,
Her voice as free from blemish as her fame,
Who knows so well in majesty to please,
Attemper'd with the graceful charms of ease?
When, Congreve's favoured pantomime to grace,
She comes a captive queen, of Moorish race;
When love, hate, jealousy, despair, and rage
With wildest tumults in her breast engage,
Still equal to herself is Zara seen;
Her passions are the passions of a queen.
When she to murder whets the timorous Thane,
I feel ambition rush through every vein;
Persuasion hangs upon her daring tongue,
My heart grows flint, and every nerve's new strung.
In comedy--Nay, there, cries Critic, hold;
Pritchard's for comedy too fat and old:
Who can, with patience, bear the gray coquette,
Or force a laugh with over-grown Julett?
Her speech, look, action, humour, all are just,
But then, her age and figure give disgust.
Are foibles, then, and graces of the mind,
In real life, to size or age confined?
Do spirits flow, and is good-breeding placed
In any set circumference of waist?
As we grow old, doth affectation cease,
Or gives not age new vigour to caprice?
If in originals these things appear,
Why should we bar them in the copy here?
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The nice punctilio-mongers of this age,
The grand minute reformers of the stage,
Slaves to propriety of every kind,
Some standard measure for each part should find,
Which, when the best of actors shall exceed,
Let it devolve to one of smaller breed.
All actors, too, upon the back should bear
Certificate of birth; time, when; place, where;
For how can critics rightly fix their worth,
Unless they know the minute of their birth?
An audience, too, deceived, may find, too late,
That they have clapp'd an actor out of date.
Figure, I own, at first may give offence,
And harshly strike the eye's too curious sense;
But when perfections of the mind break forth,
Humour's chaste sallies, judgment's solid worth;
When the pure genuine flame by Nature taught,
Springs into sense and every action's thought;
Before such merit all objections fly-Pritchard's genteel, and Garrick's six feet high.
Oft have I, Pritchard, seen thy wondrous skill,
Confess'd thee great, but find thee greater still;
That worth, which shone in scatter'd rays before,
Collected now, breaks forth with double power.
The 'Jealous Wife!' on that thy trophies raise,
Inferior only to the author's praise.
From Dublin, famed in legends of romance
For mighty magic of enchanted lance,
With which her heroes arm'd, victorious prove,
And, like a flood, rush o'er the land of Love,
Mossop and Barry came--names ne'er design'd
By Fate in the same sentence to be join'd.
Raised by the breath of popular acclaim,
They mounted to the pinnacle of fame;
There the weak brain, made giddy with the height,
Spurr'd on the rival chiefs to mortal fight.
Thus sportive boys, around some basin's brim,
Behold the pipe-drawn bladders circling swim;
But if, from lungs more potent, there arise
Two bubbles of a more than common size,
Eager for honour, they for fight prepare,
Bubble meets bubble, and both sink to air.
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Mossop attach'd to military plan,
Still kept his eye fix'd on his right-hand man;
Whilst the mouth measures words with seeming skill,
The right hand labours, and the left lies still;
For he, resolved on Scripture grounds to go,
What the right doth, the left-hand shall not know,
With studied impropriety of speech,
He soars beyond the hackney critic's reach;
To epithets allots emphatic state,
Whilst principals, ungraced, like lackeys wait;
In ways first trodden by himself excels,
And stands alone in indeclinables;
Conjunction, preposition, adverb join
To stamp new vigour on the nervous line;
In monosyllables his thunders roll,
He, she, it, and we, ye, they, fright the soul.
In person taller than the common size,
Behold where Barry draws admiring eyes!
When labouring passions, in his bosom pent,
Convulsive rage, and struggling heave for vent;
Spectators, with imagined terrors warm,
Anxious expect the bursting of the storm:
But, all unfit in such a pile to dwell,
His voice comes forth, like Echo from her cell,
To swell the tempest needful aid denies,
And all adown the stage in feeble murmurs dies.
What man, like Barry, with such pains, can err
In elocution, action, character?
What man could give, if Barry was not here,
Such well applauded tenderness to Lear?
Who else can speak so very, very fine,
That sense may kindly end with every line?
Some dozen lines before the ghost is there,
Behold him for the solemn scene prepare:
See how he frames his eyes, poises each limb,
Puts the whole body into proper trim:-From whence we learn, with no great stretch of art,
Five lines hence comes a ghost, and, ha! a start.
When he appears most perfect, still we find
Something which jars upon and hurts the mind:
Whatever lights upon a part are thrown,
We see too plainly they are not his own:
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No flame from Nature ever yet he caught,
Nor knew a feeling which he was not taught:
He raised his trophies on the base of art,
And conn'd his passions, as he conn'd his part.
Quin, from afar, lured by the scent of fame,
A stage leviathan, put in his claim,
Pupil of Betterton and Booth. Alone,
Sullen he walk'd, and deem'd the chair his own:
For how should moderns, mushrooms of the day,
Who ne'er those masters knew, know how to play?
Gray-bearded veterans, who, with partial tongue,
Extol the times when they themselves were young,
Who, having lost all relish for the stage,
See not their own defects, but lash the age,
Received, with joyful murmurs of applause,
Their darling chief, and lined his favourite cause.
Far be it from the candid Muse to tread
Insulting o'er the ashes of the dead:
But, just to living merit, she maintains,
And dares the test, whilst Garrick's genius reigns,
Ancients in vain endeavour to excel,
Happily praised, if they could act as well.
But, though prescription's force we disallow,
Nor to antiquity submissive bow;
Though we deny imaginary grace,
Founded on accidents of time and place,
Yet real worth of every growth shall bear
Due praise; nor must we, Quin, forget thee there.
His words bore sterling weight; nervous and strong,
In manly tides of sense they roll'd along:
Happy in art, he chiefly had pretence
To keep up numbers, yet not forfeit sense;
No actor ever greater heights could reach
In all the labour'd artifice of speech.
Speech! is that all? And shall an actor found
An universal fame on partial ground?
Parrots themselves speak properly by rote,
And, in six months, my dog shall howl by note.
I laugh at those who, when the stage they tread,
Neglect the heart, to compliment the head;
With strict propriety their cares confined
To weigh out words, while passion halts behind:
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To syllable-dissectors they appeal,
Allow them accent, cadence,--fools may feel;
But, spite of all the criticising elves,
Those who would make us feel, must feel themselves.
His eyes, in gloomy socket taught to roll,
Proclaim'd the sullen 'habit of his soul:'
Heavy and phlegmatic he trod the stage,
Too proud for tenderness, too dull for rage.
When Hector's lovely widow shines in tears,
Or Rowe's gay rake dependent virtue jeers,
With the same cast of features he is seen
To chide the libertine, and court the queen.
From the tame scene, which without passion flows,
With just desert his reputation rose;
Nor less he pleased, when, on some surly plan,
He was, at once, the actor and the man.
In Brute he shone unequall'd: all agree
Garrick's not half so great a Brute as he.
When Cato's labour'd scenes are brought to view,
With equal praise the actor labour'd too;
For still you'll find, trace passions to their root,
Small difference 'twixt the Stoic and the Brute.
In fancied scenes, as in life's real plan,
He could not, for a moment, sink the man.
In whate'er cast his character was laid,
Self still, like oil, upon the surface play'd.
Nature, in spite of all his skill, crept in:
Horatio, Dorax, Falstaff,--still 'twas Quin.
Next follows Sheridan. A doubtful name,
As yet unsettled in the rank of fame:
This, fondly lavish in his praises grown,
Gives him all merit; that allows him none;
Between them both, we'll steer the middle course,
Nor, loving praise, rob Judgment of her force.
Just his conceptions, natural and great,
His feelings strong, his words enforced with weight.
Was speech-famed Quin himself to hear him speak,
Envy would drive the colour from his cheek;
But step-dame Nature, niggard of her grace,
Denied the social powers of voice and face.
Fix'd in one frame of features, glare of eye,
Passions, like chaos, in confusion lie;
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In vain the wonders of his skill are tried
To form distinctions Nature hath denied.
His voice no touch of harmony admits,
Irregularly deep, and shrill by fits.
The two extremes appear like man and wife,
Coupled together for the sake of strife.
His action's always strong, but sometimes such,
That candour must declare he acts too much.
Why must impatience fall three paces back?
Why paces three return to the attack?
Why is the right leg, too, forbid to stir,
Unless in motion semicircular?
Why must the hero with the Nailor vie,
And hurl the close-clench'd fist at nose or eye?
In Royal John, with Philip angry grown,
I thought he would have knock'd poor Davies down.
Inhuman tyrant! was it not a shame
To fright a king so harmless and so tame?
But, spite of all defects, his glories rise,
And art, by judgment form'd, with nature vies.
Behold him sound the depth of Hubert's soul,
Whilst in his own contending passions roll;
View the whole scene, with critic judgment scan,
And then deny him merit, if you can.
Where he falls short, 'tis Nature's fault alone;
Where he succeeds, the merit's all his own.
Last Garrick came. Behind him throng a train
Of snarling critics, ignorant as vain.
One finds out--He's of stature somewhat low-Your hero always should be tall, you know;
True natural greatness all consists in height.
Produce your voucher, Critic.--Serjeant Kite.
Another can't forgive the paltry arts
By which he makes his way to shallow hearts;
Mere pieces of finesse, traps for applause-'Avaunt! unnatural start, affected pause!'
For me, by Nature form'd to judge with phlegm,
I can't acquit by wholesale, nor condemn.
The best things carried to excess are wrong;
The start may be too frequent, pause too long:
But, only used in proper time and place,
Severest judgment must allow them grace.
283
If bunglers, form'd on Imitation's plan,
Just in the way that monkeys mimic man,
Their copied scene with mangled arts disgrace,
And pause and start with the same vacant face,
We join the critic laugh; those tricks we scorn
Which spoil the scenes they mean them to adorn.
But when, from Nature's pure and genuine source,
These strokes of acting flow with generous force,
When in the features all the soul's portray'd,
And passions, such as Garrick's, are display'd,
To me they seem from quickest feelings caught-Each start is nature, and each pause is thought.
When reason yields to passion's wild alarms,
And the whole state of man is up in arms,
What but a critic could condemn the player
For pausing here, when cool sense pauses there?
Whilst, working from the heart, the fire I trace,
And mark it strongly flaming to the face;
Whilst in each sound I hear the very man,
I can't catch words, and pity those who can.
Let wits, like spiders, from the tortured brain
Fine-draw the critic-web with curious pain;
The gods,--a kindness I with thanks must pay,-Have form'd me of a coarser kind of clay;
Not stung with envy, nor with spleen diseased,
A poor dull creature, still with Nature pleased:
Hence to thy praises, Garrick, I agree,
And, pleased with Nature, must be pleased with thee.
Now might I tell how silence reign'd throughout,
And deep attention hush'd the rabble rout;
How every claimant, tortured with desire,
Was pale as ashes, or as red as fire;
But loose to fame, the Muse more simply acts,
Rejects all flourish, and relates mere facts.
The judges, as the several parties came,
With temper heard, with judgment weigh'd each claim;
And, in their sentence happily agreed,
In name of both, great Shakspeare thus decreed:-If manly sense, if Nature link'd with Art;
If thorough knowledge of the human heart;
If powers of acting vast and unconfined;
If fewest faults with greatest beauties join'd;
284
If strong expression, and strange powers which lie
Within the magic circle of the eye;
If feelings which few hearts like his can know,
And which no face so well as his can show,
Deserve the preference--Garrick! take the chair;
Nor quit it--till thou place an equal there.
~ Charles Churchill,#NFDB
15 Yoga
13 Integral Yoga
3 Philosophy
3 Fiction
2 Islam
2 Christianity
1 Poetry
1 Occultism
16 Sri Ramakrishna
7 The Mother
6 Satprem
4 Sri Aurobindo
3 H P Lovecraft
3 A B Purani
2 Plotinus
2 Muhammad
15 The Gospel of Sri Ramakrishna
3 Lovecraft - Poems
3 Evening Talks With Sri Aurobindo
2 The Secret Doctrine
2 The 7 Habits of Highly Effective People
2 Quran
2 Plotinus - Complete Works Vol 04
2 Agenda Vol 12
2 Agenda Vol 01
0.00 - INTRODUCTION, #The Gospel of Sri Ramakrishna, #Sri Ramakrishna, #Hinduism
Sri Ramakrishna one day fed a cat with the food that was to be offered to Kali. This was too much for the Manager of the temple garden, who considered himself responsible for the proper conduct of the worship. He reported Sri Ramakrishna's insane behaviour to Mathur Babu.
Sri Ramakrishna has described the incident: "The Divine Mother revealed to me in the Kali temple that it was She who had become everything. She showed me that everything was full of Consciousness. The image was Consciousness, the altar was Consciousness, the water-vessels were Consciousness, the door-sill was Consciousness, the marble floor was Consciousness — all was Consciousness. I found everything inside the room soaked, as it were, in Bliss — the Bliss of God. I saw a wicked man in front of the Kali temple; but in him also I saw the power of the Divine Mother vibrating. That was why I fed a cat with the food that was to be offered to the Divine Mother. I clearly perceived that all this was the Divine Mother — even the cat. The Manager of the temple garden wrote to Mathur Babu saying that I was feeding the cat with the offering intended for the Divine Mother. But Mathur Babu had insight into the state of my mind. He wrote back to the Manager: 'Let him do whatever he likes. You must not say anything to him.'"
One of the painful ailments from which Sri Ramakrishna suffered at this time was a burning sensation in his body, and he was cured by a strange vision. During worship in the temple, following the scriptural injunctions, he would imagine the presence of the "sinner" in himself and the destruction of this "sinner". One day he was meditating in the Panchavati, when he saw come out of him a red-eyed man of black complexion, reeling like a drunkard. Soon there emerged from him another person, of serene countenance, wearing the ochre cloth of a sannyasi and carrying in his hand a trident. The second person attacked the first and killed him with the trident. Thereafter Sri Ramakrishna was free of his pain.
0 1957-07-03, #Agenda Vol 01, #unset, #Zen
She clearly remembered where her room was, but each time she set out to go there, either the staircase disappeared or things were so changed that she could no longer find her way! So she went here and there, up and down, searched, went in and out but it was impossible to find the way to her room! Since all of this assumed a physical appearanceas I said, a very familiar and very common appearance, as is always the case in these symbolic visions there was somewhere (how shall I put it?) the hotels administrative office and a woman who seemed to be the Manager, who had all the keys and who knew where everyone was staying. So the daughter went to this person and asked her, Could you show me the way to my room?But of course! Easily! Everyone around the Manager looked at her as if to say, How can you say that? However, she got up, and with authority asked for a key the key to the daughters roomsaying, I shall take you there. And off she went along all kinds of paths, but all so complicated, so bizarre! The daughter was following along behind her very attentively, you see, so as not to lose sight of her. But just as they should have come to the place where the daughters room was supposed to be, suddenly the Manageress (let us call her the Manageress), both the Manageress and her key vanished! And the sense of this vanishing was so acute that at the same time, everything vanished!
So to help you understand this enigma, let me tell you that the mother is physical Nature as she is, and the daughter is the new creation. The Manageress is the worlds organizing mental consciousness as Nature has developed it thus far, that is, the most advanced organizing sense to have manifested in the present state of material Nature. This is the key to the vision.
Naturally, when I awoke, I immediately knew what could resolve this problem which appeared so absolutely insoluble. The vanishing of the Manageress and her key was an obvious sign that she was altogether incapable of leading what could be called the creative consciousness of the new world to its true place.
I knew this, but I did not have a vision of the solution, which means it has yet to manifest; this thing had not yet manifested in the building, this fantastic construction, although it is the very mode of consciousness which could transform this incoherent creation into something real, truly conceived, willed and materialized, with a center in its proper place, a recognized place, and with a REAL effective power.
0 1960-08-20, #Agenda Vol 01, #unset, #Zen
Its at the lake. The property belonged to the mission and at that time its Manager was a very good friend of ours, even though he was a missionary. He said that he would arrange for us to have it. Everything was arranged, and I was to receive the money to buy it (they asked for more than fifty or sixty thousand rupees1). But then the money didnt come and our missionary friend left. Hes no longer there; hes been replaced by someone else.
(Mother looks at a piece of paper) Calling Antonin Raymond2. The architect for the construction.
0 1970-01-10, #Agenda Vol 11, #The Mother, #Integral Yoga
Put that down on a piece of paper for me. The next time I see Z [the Manager], Ill tell him.
But then, Mother, if you have a chance, tell him that when I ask him for something and ask him in writing again and againhe ought to understand that its because I feel it needs to be done and he should answer my question, shouldnt he?
0 1971-04-03, #Agenda Vol 12, #The Mother, #Integral Yoga
Then Ill speak to M. [the Manager of the press] about it, or would you rather speak to him yourself?
I can speak to him, but it would be good if you tell him also.
0 1971-04-11, #Agenda Vol 12, #The Mother, #Integral Yoga
This morning I saw B.,1 who brought me the letter you wrote to M. [the Manager of the press]. It pained me because it was an outburst of an excited mind, which is obviously not the luminous intelligence that wrote the book. I have arranged for B. to ask you for one or two cover designs you find suitable so I can make the final decision.2
But the lesson to be drawn from all this is to remain calm so as not to lose contact with the Supreme Lord.
0 1972-09-16, #Agenda Vol 13, #The Mother, #Integral Yoga
The money simply ended up in the pockets of the Manager of Auropress. From all sides they swindled. It is frightful.
***
1.004 - Women, #Quran, #unset, #Zen
132. To God belongs everything in the heavens and everything on earth. God suffices as Manager.
133. If He wills, He can do away with you, O people, and bring others. God is Able to do that.
1.006 - Livestock, #Quran, #unset, #Zen
107. Had God willed, they would not have practiced idolatry. We did not appoint you as a guardian over them, and you are not a Manager over them.
108. Do not insult those they call upon besides God, lest they insult God out of hostility and ignorance. We made attractive to every community their deeds. Then to their Lord is their return, and He will inform them of what they used to do.
1.04 - On blessed and ever-memorable obedience, #The Ladder of Divine Ascent, #Saint John of Climacus, #unset
When motives of humility and real longing for salvation decide us to bend our neck and entrust ourselves to another in the Lord, before entering upon this life, if there is any vice and pride in us, we ought first to question and examine, and even, so to speak, test our helmsman, so as not to mistake the sailor for the pilot, a sick man for a doctor, a passionate for a dispassionate man, the sea for a harbour, and so bring about the speedy shipwreck of our soul. But when once we have entered the arena of religion and obedience we must no longer judge our good Manager4 in any way at all, even though we may perhaps see in him some slight failings, since he is only human. Otherwise, by sitting in judgment we shall get no profit from our subjection.
It is absolutely indispensable for those of us who wish to retain undoubting faith in our superiors to write their good deeds indelibly in our hearts and constantly remember them, so that when the demons sow among us distrust towards them, we may be able to silence them by what is preserved in our memory. For the more faith flourishes in the heart, the more alacrity the body has in service. But he
1.04 - The Divine Mother - This Is She, #Twelve Years With Sri Aurobindo, #Nirodbaran, #Integral Yoga
Next in magnitude comes the Press. Today the Ashram Printing Press holds a premier place in India. That is because the Mother set from the very start the ideal of perfection before her and exacted from the workers that ideal. Kinds of business run on a commercial basis there are many outside, but here the ideal is quite different, as I have stated. This is what the Mother recently told the Manager of the Press, "If any part of the world makes a demand for perfection in printing, it should be able to say to itself, The Pondicherry Ashram Press fulfils the ideal." Yet this Press began as some big establishments have done, in a very humble way; I don't know how the proposal was mooted that we must have a Press of our own to publish mainly Sri Aurobindo's books. The Mother caught the idea at once. But how to start, was the question. It was not so much the money that was wanting, as men of knowledge and experience in this field. She would not engage workers from outside; it must be run by the Ashram inmates. We had at that time made some connection with the Hyderabad Government through Sir Akbar Hydari who was instrumental in, procuring a donation from the Nizam's Government for Golconde, hence the name[3]. This connection opened the channel for an experienced officer of the Government to come and give a start to our Press. As soon as things began moving, the Mother put all her available force into it and bundled off sadhaks and sadhikas old and young, philosopher, scholar, professor, whoever was at hand, to the Press. Naturally, many difficulties cropped up; quarrels, disharmony, complaints human conflicts instead of natural calamities. The Mother was certainly prepared for them, for she knows our human nature, also that it is through work that it has to be changed, not through the escape-gate of inaction. We heard from time to time the Mother reporting about these troubles to Sri Aurobindo. With his silent Purusha-like support, and her regular visits to the Press, the initial difficulties were gradually overcome and a modicum of harmony established. One after another, Sri Aurobindo's books began to come out. Thus with our raw but energetic young band and a handful of trained paid workers, this institution was built up piecemeal, illustrating the Mother's method of working, the ideal to be achieved, and Sri Aurobindo's dictum that things must grow out of life itself, not according to a set mental pattern. In our case, of course, the process was sustained by a directly acting Divine Force. "All can be done if the God-touch is there." In fact all our institutions, the Ashram itself, have grown up in this way, from scratch, and Auroville is the latest example. We must remember, however, that activity by itself, of whatever kind, is of secondary importance, but "taken as pan of the sadhana offered to the Divine or done with the consciousness or faith that it is done by the Divine Power" that is the important point.
Now we come to a different field of activity altogether, one whose place in Yoga will be strongly challenged, especially when the Mother herself used it as a means of sadhana: her playing tennis. I won't discuss the issue, for the quotation cited above gives the answer. Before she started playing tennis the Mother joined our young group in playing table-tennis. When a young boy asked her if he could install a table in his house for the game, the Mother replied, "Why not at Nanteuil?[4] then I can come and play too." He was much surprised and delighted at the divine proposal! She must have found it a good light exercise as well as an admirable means of contact with the young set which was gradually increasing; it was perhaps also her yogic means of action upon them. After a year or so the Mother decided to have a tennis court. She might have felt that she needed some more brisk exercise in the open air. She often talked of her project to Sri Aurobindo. One day we heard that the entire wasteland along the north-eastern seaside was taken on a long lease from the Government and a part of it would be made into tennis courts and the rest into a playground. One cannot imagine now what this place was like before. It was one of the filthiest spots of Pondicherry, full of thistles and wild undergrowth, an open place for committing nuisance as well as a pasture for pigs! The stink and the loathsome sight made the place a Stygian sore and a black spot on the colonial Government. The Mother changed this savage wasteland into a heavenly playground, almost a supramental transformation of Matter. The sea-front was clothed in a vision of beauty and delight. If for nothing else, for this transformation at least, Pondicherry should be eternally grateful to the Mother. But who remembers the past? Gratitude is a rare human virtue. I was particularly very happy, first, because I was fond of tennis; secondly, I fancied that Yoga would be now made easy. Who could ever think of tennis in Yoga! But woe to me, how it completely upset my balance!
1.1.3 - Mental Difficulties and the Need of Quietude, #Letters On Yoga IV, #Sri Aurobindo, #Integral Yoga
What the Mother spoke of was not self-analysis nor dissection. Analysis and dissection are mental things which can deal with the inanimate or make the live deadthey are not spiritual methods. What the Mother spoke of was not analysis, but a seeing of oneself and of all the living movements of the being and the nature, a vivid observation of the personalities and forces that move on the stage of our being, their motives, their impulses, their potentialitiesan observation quite as interesting as the seeing and understanding of a drama or a novela living vision and perception of how things are done in us which brings also a living mastery over this inner universe. Such things become dry only when one deals with them with the analytic and ratiocinative mind, not when one deals with them thus seeingly and intuitively as a movement of life. If you had that observation (from the inner spiritual, not the outer intellectual and ethical viewpoint), then it would be comparatively easy for you to get out of your difficulties; for instance you would find at once where this irrational impulse to flee away came from and it would not have any hold upon you. Of course, all that can only be done to the best effect when you stand back from the play of your nature and become the Witness-Control or the Spectator-Actor Manager. But that is what happens when you take this kind of self-seeing posture.
***
1.13 - THE MASTER AND M., #The Gospel of Sri Ramakrishna, #Sri Ramakrishna, #Hinduism
MASTER: "Perhaps Hazra was a poor man in his previous life, and that is why he wants so much to see the manifestation of power. He wants to know what I talk about with the cook. He says to me: 'You don't have to talk to the cook. I shall talk to the Manager of the temple myself and see that you get everything you want.' (M. laughs aloud.) He talks to me that way and I say nothing."
M: "Many a time you have said that a devotee, who loves God for the sake of love does not care to see God's powers. A true devotee wants to see God as Gopala. In the beginning God becomes the magnet, and the devotee the needle. But in the end the devotee himself becomes the magnet, and God the needle; that is to say, God becomes small to His devotee."
1.14 - INSTRUCTION TO VAISHNAVS AND BRHMOS, #The Gospel of Sri Ramakrishna, #Sri Ramakrishna, #Hinduism
MASTER: "As long as you do not feel that God is the Master, you must come back to the world, you must be born again and again. There will be no rebirth when you can truly say, 'O God, Thou art the Master.' As long as you cannot say, 'O Lord, Thou alone art real', you will not be released from the life of the world. This going and coming, this rebirth, is inevitable. There will be no liberation. Further, what can you achieve by saying, 'It is mine'? The Manager of an estate may say, 'This is our garden; these are our couches and furniture.' But when he is dismissed by the master, he hasn't the right to take away even a chest of worthless mango-wood given to him for his use.
"The feeling of 'I and mine' has covered the Reality. Because of this we do not see Truth. Attainment of Chaitanya, Divine Consciousness, is not possible without the knowledge of Advaita, Non-duality. After realizing Chaitanya one enjoys Nityananda, Eternal Bliss. One enjoys this Bliss after attaining the state of a paramahamsa.
1.16 - WITH THE DEVOTEES AT DAKSHINESWAR, #The Gospel of Sri Ramakrishna, #Sri Ramakrishna, #Hinduism
The Manager of the temple garden wrote to Mathur Babu saying that I was feeding the cat with the offering intended for the Divine Mother. But Mathur Babu had insight into the state of my mind. He wrote back to the Manager: 'Let him do whatever he likes.
You must not say anything to him.'
1.22 - ADVICE TO AN ACTOR, #The Gospel of Sri Ramakrishna, #Sri Ramakrishna, #Hinduism
"A man went to an office in search of a job. There were many vacancies, but the Manager did not grant his request. A friend said to the applicant, 'Appeal to Golapi, and you will get the job.' Golapi was the Manager's mistress.
"Men do not realize how far they are dragged down by women. Once I went to the Fort in a carriage, feeling all the while that I was going along a level road. At last I found that I had gone four storeys down. It was a sloping road.
1.23 - FESTIVAL AT SURENDRAS HOUSE, #The Gospel of Sri Ramakrishna, #Sri Ramakrishna, #Hinduism
A DEVOTEE (with a smile): "Sir, Ram Babu is the Manager of the feast. He is superintending everything."
MASTER (laughing): "Oh, Ram is the Manager! Then we know what to expect."
A DEVOTEE: "Things like this always happen when he is the supervisor." (All laugh.) MASTER (to the devotees): "Where is Surendra? What a nice disposition he has now! He is very outspoken; he isn't afraid to speak the truth. He is unstinting in his liberality. No one that goes to him for help comes away empty-handed. (To M.) You went to Bhagavan Das. What sort of man is he?"
--
"When anyone asked the former Manager of the temple garden a great favour, the Manager would say, 'Come after two or three days.' He must ask the proprietor's permission.
"God will incarnate Himself as Kalki at the end of the Kaliyuga. He will be born as the son of a brahmin. Suddenly and unexpectedly a sword and horse will come to him. . . ."
1.25 - ADVICE TO PUNDIT SHASHADHAR, #The Gospel of Sri Ramakrishna, #Sri Ramakrishna, #Hinduism
"Michael visited the temple garden when Narayan Shastri was living with me. Dwarika Babu, Mathur's eldest son, brought him here. The owners of the temple garden were about to get into a lawsuit with the English proprietors of the neighbouring powder magazine; so they wanted Michael's advice. I met him in the big room next to the Manager's office. Narayan Shastri was with me. I asked Narayan to talk to him. Michael couldn't talk very well in Sanskrit. He made mistakes. Then they talked in the popular dialect. Narayan Shastri asked him his reason for giving up the Hindu religion. Pointing to his stomach, Michael said, 'It was for this.' Narayan said, 'What shall I say to a man who gives up his religion for his belly's sake?' Thereupon Michael asked me to say something. I said: 'I don't know why, but I don't feel like saying anything. Someone seems to be pressing my tongue.' "
MANOMOHAN: "Mr. Choudhury will not come. He said: 'That fellow Shashadhar from Faridpur will be there. I shall not go.' "
1.27 - AT DAKSHINESWAR, #The Gospel of Sri Ramakrishna, #Sri Ramakrishna, #Hinduism
MASTER: "Nivritti alone is good, and not pravritti. Once, when I was in a God-intoxicated state, I was asked to go to the Manager of the Kli temple to sign the receipt for my salary. They all do it here. But I said to the Manager: 'I cannot do that. I am not asking for any salary. You may give it to someone else if you want.' I am the servant of God alone. Whom else shall I serve? Mallick noticed the late hours of my meals and arranged for a cook. He gave me one rupee for a month's expenses. That embarrassed me. I had to run to him whenever he sent for me. It would have been quite a different thing if I had gone to him of my own accord.
"In leading the worldly life one has to humour mean-minded people and do many such things. After the attainment of my exalted state, I noticed how things were around me and said to the Divine Mother, 'O Mother! Please change the direction of my mind right now, so that I may not have to flatter rich people.'
--
After the music was over, the Mukherjis were about to take their leave. The Master, too, was ready to go, but he was in an ecstatic mood. On coming to the porch he went into samdhi. The gate-keeper of the garden house was a pious man. Now and then he invited the Master to his house and fed him. Sri Ramakrishna stood there in samdhi and the gate-keeper fanned him with a large fan. Ratan, the Manager of the garden house, saluted the Master, and Sri Ramakrishna, returning to the consciousness of the relative world, greeted the Manager and the gate-keeper, saying, "Narayana". Then, accompanied by the devotees, he went back to the temple-garden through the main gate.
MASTER (to the Mukherjis, pointing to M.): "Please visit him often."
1.62 - The Fire-Festivals of Europe, #The Golden Bough, #James George Frazer, #Occultism
in the Managers at which the cattle fed, and kept them there for a
while. Ashes from the need-fire were also strewed on the fields to
1957-07-03 - Collective yoga, vision of a huge hotel, #Questions And Answers 1957-1958, #The Mother, #Integral Yoga
It was somewhat like this: somewhere in the centre of this huge building, a room was reservedin the story, as it seemed, it was reserved for a mother and her daughter. The mother was a very old lady, a self-important matron with much authority and her own views on the whole organisation. The daughter had a sort of power of movement and activity which made it possible for her to be everywhere at once even while remaining in that room which was well, a little more than a room; it was a sort of apartment, and its main feature was to be right in the centre. But she was in constant argument with her mother. The mother wanted to keep things as they were with the rhythm they had, that is, with precisely that habit of demolishing one thing to build another out of it, and then again demolishing another to rebuild another onewhich gave the building an appearance of frightful confusion. And the daughter didnt like that and had another plan. She wanted above all to bring something quite new into this organisation, a sort of super-organisation which would make all this confusion unnecessary. Finally, as it was impossible to come to an understanding, she had left the room to go on a sort of round of inspection. She went her round, saw everything, then she wanted to go back to her own room for it was her room as wellto take some decisive action. And it was then that something rather peculiar began to happen. She remembered quite well where her room was, but each time she set out to go there by one route either the stairs disappeared or things were so changed that she could no longer recognise her way! And so she went here and there, climbed up and down, searched, went in and out impossible to find the way back to her room! As all this was taking a physical appearance, which was, as I said, very familiar and very ordinary, as always in these symbolic visions, somewhere there washow to put it?the administration of this hotel, and a woman who was a kind of Manager, who had all the keys and knew where everybody was staying. So the daughter went to this person and asked, Can you show me the way to my room?Oh, yes, certainly, it is very easy. All the people around looked at her as though saying, How can you say that? But she got up and, with authority, asked for a key, the key of the room, and said, Ill take you there. Then she took all sorts of routes, but all so complicated, so bizarre! And the daughter followed her very attentively so as not to lose sight of her. And just at the moment when obviously they should have reached the place where this so-called room was, suddenly the Managerwe shall call her the Manager the Manager with her key disappeared! And this feeling of disappearance was so acute that everything disappeared at the same time.
If To help you to understand this riddle, I could tell you that the mother is physical Nature as it is and the daughter is the new creation. The Manager is the mental consciousness, organiser of the world as Nature has made it until now, that is, the highest sense of organisation manifested in material Nature as it is now. This is the key to the vision. Naturally, when I woke up I knew immediately what could solve this problem which had seemed absolutely insoluble. The disappearance of the Manager and her key was a clear indication that she was quite incapable of leading to its true place what could be called the creative consciousness of the new world.
I knew it but I didnt have the vision of the solution, which means that this is something which is yet to be manifested; this was not yet manifested in that building that fantastic structure and this is precisely the mode of consciousness which would transform this incoherent creation into something real, truly conceived, willed, executed, with a centre which is in its true place, a recognised place, with a real effective power.
1f.lovecraft - Herbert West-Reanimator, #Lovecraft - Poems, #unset, #Zen
The Manager of a circus at the neighbouring town of Bolton was
questioned, but he swore that no beast had at any time escaped from its
1f.lovecraft - The Last Test, #Lovecraft - Poems, #unset, #Zen
loss of a faithful Manager and companion, but believed his affection
would place no barrier in the way of her happiness.
1f.lovecraft - Winged Death, #Lovecraft - Poems, #unset, #Zen
notifying the police, summoned the Manager; and the latter accompanied
Constable De Witt, Coroner Bogaert, and Dr. Van Keulen to the fatal
1.rmpsd - Its value beyond assessment by the mind, #unset, #Arthur C Clarke, #Fiction
The Manager of Mother's holdings, Lord Shiva,
transcends every limited conception and transaction.
2.01 - AT THE STAR THEATRE, #The Gospel of Sri Ramakrishna, #Sri Ramakrishna, #Hinduism
About half past eight in the evening the carriage with the Master and the devotees drew up in front of the Star Theatre on Beadon Street. He was accompanied by M., Baburam, Mahendra and two or three others. They were talking about engaging seats, when Girish Chandra Ghosh, the Manager of the theatre, accompanied by several officials, came out to the carriage, greeted the Master, and took him and the party upstairs. Girish had heard of the Master and was very glad to see him at the theatre. The Master was conducted to one of the boxes. M. sat next to him; Baburam and one or two devotees sat behind.
The hall was brilliantly lighted. The Master looked down at the pit and saw that it was crowded. The boxes also were full. For every box there was a man to fan those who occupied it. Sri Ramakrishna was filled with joy and said to M., with his childlike smile: "Ah, it is very nice here! I am glad to have come. I feel inspired when I see so many people together. Then I clearly perceive that God Himself has become everything."
2.02 - Habit 2 Begin with the End in Mind, #The 7 Habits of Highly Effective People, #Stephen Covey, #unset
The Managers are behind them, sharpening their machetes, writing policy and procedure manuals, holding muscle development programs, bringing in improved technologies, and setting up working schedules and compensation programs for machete wielders.
The leader is the one who climbs the tallest tree, surveys the entire situation, and yells, "Wrong jungle!"
But how do the busy, efficient producers and Managers often respond? "Shut up! We're making progress."
As individuals, groups, and businesses, we're often so busy cutting through the undergrowth we don't even realize we're in the wrong jungle. And the rapidly changing environment in which we live makes effective leadership more critical than it has ever been -- in every aspect of independent and interdependent life.
--
You may find that your mission statement will be much more balanced, much easier to work with, if you break it down into the specific role areas of your life and the goals you want to accomplish in each area. Look at your professional role. You might be a salesperson, or a Manager, or a product developer. What are you about in that area? What are the values that should guide you? Think of your personal roles -- husband, wife, father, mother, neighbor, friend. What are you about in those roles?
What's important to you? Think of community roles -- the political area, public service, volunteer organizations.
--
At another time, I was scheduled to train 175 shopping center Managers at a particular hotel. I was amazed at the level of service there. It wasn't a cosmetic thing. It was evident at all levels, spontaneously, without supervision.
I arrived quite late, checked in, and asked if room service were available. The man at the desk said,
--
The next day I was in the middle of a presentation when I discovered that I didn't have all the colored markers I needed. So I went out into the hall during the brief break and found a bellboy running to another convention. "I've got a problem," I said. "I'm here training a group of Managers and I only have a short break. I need some more colored pens.
He whipped around and almost came to attention. He glanced at my name tag and said, "Mr.
--
I went through the back door into the kitchen, where I saw the central value: "Uncompromising personalized service." I finally went to the Manager and said, "My business is helping organizations develop a powerful team character, a team culture. I am amazed at what you have here."
"Do you want to know the real key?" he inquired. He pulled out the mission statement for the hotel chain.
--
The mission statement for that hotel was the hub of a great wheel. It spawned the thoughtful, more specialized mission statements of particular groups of employees. It was used as the criterion for every decision that was made. It clarified what those people stood for -- how they related to the customer, how they related to each other. It affected the style of the Managers and the leaders. It affected the compensation system. It affected the kind of people they recruited and how they trained and developed them. Every aspect of that organization, essentially, was a function of that hub, that mission statement.
I later visited another hotel in the same chain, and the first thing I did when I checked in was to ask to see their mission statement, which they promptly gave me. At this hotel, I came to understand the motto "Uncompromising personalized service" a little more.
--
Nevertheless, the next morning the room service Manager phoned us to apologize and invited us to have either the buffet breakfast or a room service breakfast, compliments of the hotel, to in some way compensate for the inconvenience.
What does it say about the culture of an organization when an employee admits his own mistake, unknown to anyone else, to the Manager so that customer or guest is better taken care of!
As I told the Manager of the first hotel I visited, I know a lot of companies with impressive mission statements. But there is a real difference, all the difference in the world, in the effectiveness of a mission statement created by everyone involved in the organization and one written by a few top executives behind a mahogany wall.
One of the fundamental problems in organizations, including families, is that people are not committed to the determinations of other people for their lives. They simply don't buy into them.
2.02 - THE DURGA PUJA FESTIVAL, #The Gospel of Sri Ramakrishna, #Sri Ramakrishna, #Hinduism
MASTER: "You are a religious teacher. Others have holidays, but not so a religious teacher. When the Manager of an estate brings order to one part of it, the landlord sends him to another part. So you have no leisure." (all laugh) VIJAY (with folded hands): "Sir, please give me your blessing."
MASTER: "Now you are talking like an ignorant person. It is God alone who blesses."
2.05 - Habit 3 Put First Things First, #The 7 Habits of Highly Effective People, #Stephen Covey, #unset
In other words, if you are an effective Manager of your self, your discipline comes from within; it is a function of your independent will. You are a disciple, a follower, of your own deep values and their source. And you have the will, the integrity, to subordinate your feelings, your impulses, your moods to those values.
One of my favorite essays is "The Common Denominator of Success," written by E. M. Gray. He spent his life searching for the one denominator that all successful people share. He found it wasn't hard work, good luck, or astute human relations, though those were all important. The one factor that seemed to transcend all the rest embodies the essence of Habit 3: Putting First Things First.
--
Look for a moment at the four quadrants in the Time Management Matrix. Quadrant I is both urgent and important. It deals with significant results that require immediate attention. We usually call the activities in Quadrant I "crises" or "problems." We all have some Quadrant I activities in our lives. But Quadrant I consumes many people. They are crisis Managers, problem-minded people, the deadline-driven producers.
As long as you focus on Quadrant I, it keeps getting bigger and bigger until it dominates you. It's like the pounding surf. A huge problem comes and knocks you down and you're wiped out. You struggle back up only to face another one that knocks you down and slams you to the ground.
--
I asked a similar question to a group of shopping center Managers. "If you were to do one thing in your professional work that you know would have enormously positive effects on the results, what would it be?" Their unanimous response was to build helpful personal relationships with the tenants, the owners of the stores inside the shopping center, which is a Quadrant II activity.
We did an analysis of the time they were spending on that activity. It was less than 5 percent.
--
They were spending very little time with the store Managers, and the time they did spend was filled with negative energy. The only reason they visited the store Managers at all was to enforce the contract -- to collect the money or discuss advertising or other practices that were out of harmony with center guidelines, or some similar thing.
The store owners were struggling for survival, let alone prosperity. They had employment problems, cost problems, inventory problems, and a host of other problems. Most of them had no training in management at all. Some were fairly good merchandisers, but they needed help. The tenants didn't even want to see the shopping center owners; they were just one more problem to contend with.
--
The effect was dramatic, profound. By focusing on relationships and results rather than time and methods, the numbers went up, the tenants were thrilled with the results created by new ideas and skills, and the shopping center Managers were more effective and satisfied and increased their list of potential tenants and lease revenue based on increased sales by the tenant stores. They were no longer policemen or hovering supervisors. They were problem solvers, helpers.
Whether you are a student at the university, a worker in an assembly line, a homemaker, fashion designer, or president of a company, I believe that if you were to ask what lies in Quadrant II and cultivate the proactivity to go after it, you would find the same results. Your effectiveness would increase dramatically. Your crises and problems would shrink to manageable proportions because you would be thinking ahead, working on the roots, doing the preventive things that keep situations from developing into crises in the first place. In the time management jargon, this is called the Pareto
--
The jobs I wanted done were urgent, but not important. So I went and found another crisis Manager and gave the job to him.
We say "yes" or "no" to things daily, usually many times a day. A center of correct principles and a focus on our personal mission empowers us with wisdom to make those judgments effectively.
--
But first-generation Managers, by definition, are not effective people. They produce very little, and their life-style does nothing to build their Production Capability. Buffeted by outside forces, they are often seen as undependable and irresponsible, and they have very little sense of control and self-esteem.
Second-generation Managers assume a little more control. They plan and schedule in advance and generally are seen as more responsible because they "show up" when they're supposed to.
But again, the activities they schedule have no priority or recognized correlation to deeper values and goals. They have few significant achievements and tend to be schedule-oriented.
Third-generation Managers take a significant step forward. They clarify their values and set goals.
They plan each day and prioritize their activities.
--
3. Manager New Products
4. Manager Research
5. Manager Staff Dev.
6. Manager Administration
7. Chairman United Way
--
Quadrant II Manager and planning your days as an individual centered on something else? Can you begin to sense the tremendous difference the Quadrant II focus would make in your current level of effectiveness?
Having experienced the power of principle-centered Quadrant II organizing in my own life and having seen it transform the lives of hundreds of other people, I am persuaded it makes a difference -- a quantum positive difference. And the more completely weekly goals are tied into a wider framework of correct principles and into a personal mission statement, the greater the increase in effectiveness will be.
--
4. But because we are focusing here on principles of personal management, and the ability to delegate to others is the main difference between the role of Manager and independent producer, I am approaching delegation from the standpoint of your personal Managerial skills.
A producer does whatever is necessary to accomplish desired results, to get the golden eggs. A parent who washes the dishes, an architect who draws up blueprints, or a secretary who types correspondence is a producer.
But when a person sets up and works with and through people and systems to produce golden eggs, that person becomes a Manager in the interdependent sense. A parent who delegates washing the dishes to a child is a Manager. An architect who heads a team of other architects is a Manager. A secretary who supervises other secretaries and office personnel is an office Manager.
A producer can invest one hour of effort and produce one unit of results, assuming no loss of efficiency.
A Manager, on the other hand, can invest one hour of effort and produce 10 or 50 or 100 units through effective delegation.
Management is essentially moving the fulcrum over, and the key to effective management is delegation.
2.06 - On Beauty, #Evening Talks With Sri Aurobindo, #unset, #Zen
Sri Aurobindo: I see. At one time they used to cover the whole body except hands and face. I remember an incident in London. Bapubhai Majumdar was coming down from the bathroom in his hotel with his feet bare. A lady who came out of her room suddenly saw him. She ran to the Manager and complained that the gentleman was going about half naked in the hotel! The Manager called Bapubhai and told him not to do so! Do you know this Bapubhai he was at Baroda.
Disciple: Yes, he was seen once being stopped by the police on the road for a breach of traffic rule. He gave such an eloquent lecture in English that the policeman was flabbergasted.
2.06 - WITH VARIOUS DEVOTEES, #The Gospel of Sri Ramakrishna, #Sri Ramakrishna, #Hinduism
accompanying him. The road through the garden was covered with red brick-dust. The Manager of the temple, who was standing on the road, saluted Sri Ramakrishna. The Master passed the north entrance of the temple compound, where the bearded sentries sat. On his left he passed the kuthi, the building used by the proprietors of the temple.
Then he walked on down the road which was lined on both sides with flowering trees, passing the reservoir on his right, and went outside the temple garden. He found Hriday waiting for him near the gate of Jadu Mallick's garden.
2.07 - On Congress and Politics, #Evening Talks With Sri Aurobindo, #unset, #Zen
The Tarakeshwar affair was being settled. The first terms that were proposed did not meet with Sri Aurobindo's approval. But next day an open letter from Swami Vishwananda appeared agreeing with C. R. Das: The Mahant abdicates in favour of Prabhat Giri and the power of management of the temple rests with a committee that can, if necessary, dismiss the Mahant and the committee would appoint a separate Manager of Estates.
Sri Aurobindo: If we have our own Government we could throw out the Mahant and settle the affair once for all; but under a foreign rule if Das can establish the authority of the committee legally, it would be the cleverest thing to do, so that in case of emergency the committee can enforce its mandate by law. As it is, the whole law is against the public. After all Das is a man who 'muddles through' he acts on his intuitions and impulses and somehow muddles through a difficulty.
2.08 - AT THE STAR THEATRE (II), #The Gospel of Sri Ramakrishna, #Sri Ramakrishna, #Hinduism
The Master was seated in the Manager's room. A man entered and said, "Will you see the farce. 'The Confusion of Marriage'? It is being played now."
Sri Ramakrishna said to Girish: "What have you done? This farce after the life of Prahlada! First sweets and rice pudding and then a dish of bitter herbs!"
2.12 - THE MASTERS REMINISCENCES, #The Gospel of Sri Ramakrishna, #Sri Ramakrishna, #Hinduism
"A job-seeker got tired of visiting the Manager in an office. He couldn't get the job. The Manager said to him, 'There is no vacancy now; but come and see me now and then.'
This went on for a long time, and the candidate lost all hope. One day he told his tale of woe to a friend. The friend said: 'How stupid you are! Why are you wearing away the soles of your feet going to that fellow? You had better go to Golap. You will get the job tomorrow.' 'Is that so?' said the candidate. 'I am going right away.' Golap was the Manager's mistress. The candidate called on her and said: 'Mother, I am in great distress. You must help me out of it. I am the son of a poor brahmin. Where else shall I go for help? Mother, I have been out of work many days. My children are about to starve to death. I can get a job if you but say the word.' Golap said to him, 'Child, whom should I speak to?' She said to herself: 'Ah, the poor brahmin! He has been suffering too much.' The candidate said to her, 'I am sure to get the job if you just put in a word about it to the Manager.' Golap said, 'I shall speak to him today and settle the matter.' The very next morning a man called on the candidate and said, 'You are to work in the Manager's office, beginning today.' The Manager said to his English boss: 'This man is very competent. I have appointed him. He will do credit to the firm.'
"All are deluded by 'woman and gold'. But I do not care for it at all. And I swear to you that I do not know anything but God."
2.17 - THE MASTER ON HIMSELF AND HIS EXPERIENCES, #The Gospel of Sri Ramakrishna, #Sri Ramakrishna, #Hinduism
Dwija's father had for a long time been speaking of visiting Sri Ramakrishna. Today he had come to Dakshineswar. He was the Manager of a business firm in Calcutta and had passed his examination in law.
MASTER (to Dwija's father): "Please don't mind your children's coming here.
2.18 - January 1939, #Evening Talks With Sri Aurobindo, #unset, #Zen
Sri** Aurobindo:** But I had a remarkable experience at Baroda, not of an astrologer but of one who knew thought-reading, though his predictions as an astrologer were all wrong. The Manager of my house, Chhotalal, took me to this man and asked me to have some questions in my mind.
As we entered his room he told me all the four questions that were in my mind; and the curious thing is that three questions were clearly formulated in my mind, but the fourth one had escaped me; but he caught that also. It was remarkable.
2.24 - THE MASTERS LOVE FOR HIS DEVOTEES, #The Gospel of Sri Ramakrishna, #Sri Ramakrishna, #Hinduism
NARENDRA: "I don't care for the job at the Vidyasagar School. I have been thinking of going to Gaya. I have been told that a zemindar there needs the services of a Manager for his estate. There is no such thing as God."
M. (smiling): "You may say that now, but later on you will talk differently. Scepticism is a stage in the path of God-realization. One must pass through stages like this and go much farther; only thus can one realize God. That is what the Master says."
33.14 - I Played Football, #Collected Works of Nolini Kanta Gupta - Vol 07, #Nolini Kanta Gupta, #Integral Yoga
Let me tell you a story here in this connection. It is not a story, but a thing that actually happened. It was the time, at the beginning of the century or even earlier, when the youth of Calcutta took to football seriously and enthusiastically. And among the pioneers was the same team - of which I spoke just now - Kumartuli. This club had at its head as Manager and inspirer a gentleman who gave his all - money and time and energy - for his organisation. He had the ambition to see his boys play and play successfully with the European and military teams. It was an ambition. For there was no comparison in those days between a team of British soldiers and a team of weakling Indians. The Indians in football were almost like new recruits in comparison with the seasoned Britons. First of all, the Indians played all bare-footed against eleven pairs of high boots. Secondly, the Britons were strong robust beef-eating bodies while the Indians were almost airy nothings. Thirdly, the British had a long strenuous training behind them: the Indians were newcomers in the field. However, this particular Indian team worked and practised with zeal in view of a match with the Britishers. The result of course was a foregone conclusion. They were lucky to get defeated by only a couple of goals.
Now the British team had a generous captain who became interested in the matter and undertook to coach and train the Indians. A big tournament came on at about that time and this Indian team was pitted against a famous Military team, Blackwatch or something. The Manager - the guiding spirit of the Indian team - was, as I said, a high-spirited, enthusiastic, ebullient personage - he had only one defect, if defect you call it: he was addicted to drinking. That was a fillip to increase his enthusiasm and buoyancy and daredevilry. He used to invite his players to feastings and revelry - to inspire them and encourage them. Now the day of days approached. And the-gentleman was in jitters, terribly nervous: how were his boys to face these giants? And a change came upon him. On the previous day he refrained from drinking, fasted, observed maunaor silence, went to Kalighat and worshipped Mother Kali.
On the next day the hour struck and the players were about to take the field. The team of British soldiers came in carriages (there were horse-carriages in those days), with music, bugle and drum, singing and shouting, sure of their victory. They were giants indeed, each a Hercules, and the Indians were pigmies before them. The play started. Just then our Manager noticed that at a distance, away from the field, under a tree was sitting a Sannyasi. Directly he saw the Sannyasi, he ran, ran towards him and sat before him. The Sannyasi asked what was the matter. He answered that there was to be a fight with British soldiers, our Bengali boys had to be protected, they must win. The Sannyasi enquired whether they had guns and cannon and what was the strength of the enemy. He was answered that it was not that kind of battle - it was a football game. The Sannyasi shook his head and sent him away.
The gentleman returned and saw that with great effort his boys had managed a drawn game and they pulled through till half time. Now the danger was ahead - half an hour more. He could not restrain himself and again he rushed to the Sannyasi who was still sitting there in the same position, and prayed and entreated him saying they were threatened with defeat at the hands of Mlechchhas, their honour and prestige were at stake. The Sannyasi asked, "How many killed and wounded?" The gentleman explained again it was not like that. It was a football game. The Sannyasi asked, "How many on their side?" They were eleven. The Sannyasi then asked the gentleman to get eleven bits of stone. These were collected and placed before him. The Sannyasi arranged them in a row, and then drew some circles around and sprinkled water and uttered something. And then he told the gentleman to go away. He returned, the game had already started after the recess. But a strange thing he began to notice. He saw one of the soldiers - a giant of a fellow - rushing with the ball and nearing the goal and about to shoot into it, when suddenly he tumbled down and rolled over and the ball went off somewhere. In fact all the mighty heroes were behaving in a curious manner. They were running but with difficulty as if with legs tied up. They fumbled, tottered, fell down - moved with great difficulty. Something was restraining and impeding them, pulling them back. So the result was a victory for the Indians by two goals. You can imagine what they did after this miraculous victory. The gentleman Manager rushed towards the tree to thank the Sannyasi. But where was he? Nothing was there, barring the row of stones.
(2)
3-5 Full Circle, #unset, #Arthur C Clarke, #Fiction
It is because of the unification of the sciences (nested braces), that inter-translatability not only of scientific, but also of literary and Managerial background theories and languages can be effected. This inter-translatability is represented by the convergence of the arrows originating in the left-hand brace (government, business, modern agriculture) which are deeply influenced by the Literary culture (the Division of Humanities) through whose brace the arrows pass (art, philosophy, religion). In the New University these non-scientific aspects of mankind are in harmony with Unified Science, whose nested braces govern the arrows' directions: like theirs, the dominant value-premise of all three sub-cultures is positive.
These three (rather than just two) categories are implicit in C. P. Snow's following statement:
--
These minds comprise our system's controllers, the management people represented by the long brace farthest left in. Figure IV-11. In the next sentence C. P. Snow returns to his two categories; but he has clearly shown them to be three, with the decision-making Managers of industry, government and academe closer to the Literates than to the Scientists, as indicated in our figure: "Between these two groups," Snow concludes, "the [pre-unified] scientists and the literary intellectuals--there is little communication and, instead of fellow-feeling, something like hostility." p. 59.10 This is, of course, the case in the disintegrating multiversity, Figure IV-9.
A few pages later, however, Snow goes on to "Observe the development of what, in the terms of our formulae, is becoming [in America] something like a third culture" p. 67.10 This third culture comprizes the center of Figure IV-11, PUBLIC PHILOSOPHY, the actual subject of the present book; far greater than the sum of its parts, shown at the left.
When first accepted for publication, this figure did not include the School of Business or Management. Inclusion of this recent addition to higher education was made possible by the brilliant assembly of old and new constructive trends in Managerial thought and practice by Carl H. Madden in his new book, Clash of Culture--The Decade of the Seventies. In this book, Madden has formulated the main problems of our civilization. Figuratively speaking, he has put together the lock for which Unified Science is the constructive key. That is to say, his conceptualization is the factor which permits assembly of the actually Three Cultures into the Public Philosophy.
The Marxists had formulated this problem in an incorrect and thus destructive way long ago. In the Depression I had set myself to reformulate the problem, and have been at it ever since. That's how we came to have the key to Madden's lock, ready at the right time; the time which makes its idea irresistible.
BOOK II. -- PART II. THE ARCHAIC SYMBOLISM OF THE WORLD-RELIGIONS, #The Secret Doctrine, #H P Blavatsky, #Theosophy
The "ruffians" (les droles), are of course demons whose Manager is Satan. Now this is the easiest and
the most sublime and simple way of getting out of the difficulty! The Rev. Dr. Lundy, a Protestant de
BOOK I. -- PART I. COSMIC EVOLUTION, #The Secret Doctrine, #H P Blavatsky, #Theosophy
THE Manager OF THE THEOSOPHIST,
Adyar, Madras.
--
THE Manager OF THE THEOSOPHIST.
Adyar, Madras.
Emma Zunz, #Labyrinths, #Jorge Luis Borges, #Poetry
Loewenthal, Aaron Loewenthal, formerly the Manager of the factory and
now one of the owners. Since 1916 Emma had guarded the secret. She had
ENNEAD 03.02 - Of Providence., #Plotinus - Complete Works Vol 04, #Plotinus, #Christianity
LIKE GOOD AND BAD ACTORS, SOULS ARE PUNISHED AND REWARDED BY THE Manager.
Indeed, the fate of a soul conforms to her character, and, by going through with her part properly, the soul fulfils her part in the drama managed by universal Reason. The soul sings her part, that is, she does that which is in her nature to do. If her voice and features be beautiful, by themselves, they lend charm to the poem, as would be natural. Otherwise they introduce a displeasing element, but which does not alter the nature of the work.73 The author of the drama reprimands the bad actor as the latter may deserve it, and thus fulfils the part of a good judge. He increases the dignity of the good actor, and, if possible, invites him to play beautiful pieces, while he relegates the bad actor to inferior pieces. Likewise, the soul which takes part in the drama of which the world is the theatre, and which has undertaken a part in it, brings with her a disposition to play well or badly. At her arrival she is classed with the other actors, and after having been allotted to all the various gifts of fortune without any regard for her personality or activities, she is later punished or rewarded. Such actors have something beyond usual actors; they appear on a greater scene; the creator of the universe gives them some of his power, and grants them the freedom to choose between a great number of places. The punishments and rewards are so determined that the souls themselves run to meet them, because each soul occupies a place in conformity with her character, and is thus in harmony with the Reason of the universe.74
ENNEAD 06.05 - The One and Identical Being is Everywhere Present In Its Entirety.345, #Plotinus - Complete Works Vol 04, #Plotinus, #Christianity
Actors good and bad, are rewarded by the Manager: so are souls, iii. 2.17 (47-1072).
Actual, everything is actual in the intelligible world, ii. 5.3 (25-346).
Gorgias, #unset, #Arthur C Clarke, #Fiction
SOCRATES: Why, surely you would say that he was a bad Manager of asses or horses or oxen, who had received them originally neither kicking nor butting nor biting him, and implanted in them all these savage tricks? Would he not be a bad Manager of any animals who received them gentle, and made them fiercer than they were when he received them? What do you say?
CALLICLES: I will do you the favour of saying 'yes.'
Sayings of Sri Ramakrishna (text), #Sayings of Sri Ramakrishna, #Sri Ramakrishna, #Hinduism
Mathuranath, the Manager of the temple and son-in-law of Rani Rasmani, who had by this time
developed great affection and respect for Sri Ramakrishna, relieved him of his duties in the temple, and
--
which the images in the shrine of Vishnu were adorned were stolen. Mathur (the Manager of the temple
and son-in-law of the Rani) and the Master went there to see what the matter was. Mathur cried out,
--
(at the Dakshineswar Temple). At that, the temple Manager began to abuse me. But I only laughed at his
abuse without feeling offended in the least.
--
danced attendance on the Bara Babu (head-clerk or Manager) of the place, but was always sent back
with such evasive answers as, "Not to-day, come tomorrow." "Come and see me now and then," and so
--
was the mistress of the Manager of the office. The poor man went to her and said, "Mother, I am in
great distress, and none but you can save me from it. I am a Brahmin and have no other means. I have
Talks With Sri Aurobindo 1, #unset, #Arthur C Clarke, #Fiction
lady who came out of a room saw him. She ran away at once and complained to the Manager that a man was going about half naked in the house.
The Manager called Bapubhai and asked him not to do so again. Do you
know Bapubhai?
Talks With Sri Aurobindo 2, #Talks With Sri Aurobindo, #unset, #Zen
the bank Manager, favoured the idea, others opposed it.
SRI AUROBINDO: Baron's voice seems to have been drowned out in a
--
the Darshan this timean insurance Manager, etc.
SRI AUROBINDO: He means high-placed people?
--- Overview of noun manager
The noun manager has 2 senses (first 2 from tagged texts)
1. (29) director, manager, managing director ::: (someone who controls resources and expenditures)
2. (21) coach, manager, handler ::: ((sports) someone in charge of training an athlete or a team)
--- Synonyms/Hypernyms (Ordered by Estimated Frequency) of noun manager
2 senses of manager
Sense 1
director, manager, managing director
=> administrator, decision maker
=> head, chief, top dog
=> leader
=> person, individual, someone, somebody, mortal, soul
=> organism, being
=> living thing, animate thing
=> whole, unit
=> object, physical object
=> physical entity
=> entity
=> causal agent, cause, causal agency
=> physical entity
=> entity
Sense 2
coach, manager, handler
=> trainer
=> leader
=> person, individual, someone, somebody, mortal, soul
=> organism, being
=> living thing, animate thing
=> whole, unit
=> object, physical object
=> physical entity
=> entity
=> causal agent, cause, causal agency
=> physical entity
=> entity
--- Hyponyms of noun manager
2 senses of manager
Sense 1
director, manager, managing director
=> bank manager
=> district manager
=> manageress
Sense 2
coach, manager, handler
=> baseball coach, baseball manager
=> basketball coach
=> conditioner
=> football coach
=> hockey coach
=> tennis coach
HAS INSTANCE=> McGraw, John McGraw, John Joseph McGraw
--- Synonyms/Hypernyms (Ordered by Estimated Frequency) of noun manager
2 senses of manager
Sense 1
director, manager, managing director
=> administrator, decision maker
Sense 2
coach, manager, handler
=> trainer
--- Coordinate Terms (sisters) of noun manager
2 senses of manager
Sense 1
director, manager, managing director
-> administrator, decision maker
=> academic administrator
=> director, manager, managing director
=> executive, executive director
=> hotelier, hotelkeeper, hotel manager, hotelman, hosteller
=> land agent
=> security director
=> vice chancellor
Sense 2
coach, manager, handler
-> trainer
=> coach, manager, handler
=> animal trainer, handler
--- Grep of noun manager
bank manager
baseball manager
city manager
district manager
general manager
hotel manager
manager
manageress
managership
stage manager
Wikipedia - 1923 Municipal Manager Law -- New Jersey law
Wikipedia - Aaron Richmond -- American performing arts manager, pianist, impresario, and educator
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Wikipedia - Allison Miner -- American music manager
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Wikipedia - Alphonse Royer -- French author, dramatist and theatre manager
Wikipedia - Amaranta Osorio Cepeda -- Playwright, actress and arts manager
Wikipedia - Amir Esmailian -- Iranian-Canadian manager of XO Records and its members The Weeknd, Nav, Belly, and Black Atlass
Wikipedia - Andrea Adamo (racing manager) -- Team Principal of Hyundai World Rally Team
Wikipedia - Andreas Seidl -- German motorsport engineer and manager
Wikipedia - Andrew Barroway -- American hedge fund manager
Wikipedia - Andrew Loog Oldham -- English record producer, talent manager, impresario and author
Wikipedia - Annabelle Rama -- Filipino talent manager and actress
Wikipedia - Ann Hopkins -- American business manager
Wikipedia - Ann Peoples (Antarctic manager) -- US anthropologist and business manager
Wikipedia - Anthony Chiasson -- American hedge fund manager
Wikipedia - Antonin KolaM-DM-^Mek -- Czech manager and entrepreneur
Wikipedia - Appearance Manager
Wikipedia - Archive Manager
Wikipedia - Armand Hammer -- American business manager and owner
Wikipedia - Armando Estrada -- American professional wrestler and manager
Wikipedia - Arnold Skaaland -- American professional wrestler and manager
Wikipedia - Arthur Frederick Bettinson -- Manager and promoter of the National Sporting Club
Wikipedia - Arthur Spivak -- American music manager
Wikipedia - Arturo Magni -- Italian motorcycle racing team manager
Wikipedia - Association of Leaders in Volunteer Engagement -- Professional association of volunteer managers
Wikipedia - Awesome (window manager)
Wikipedia - B1 Free Archiver -- Multi-platform file archiver and file manager
Wikipedia - Babu Tale -- Tanzania music manager
Wikipedia - Barry Katz -- Television producer and talent manager
Wikipedia - Barton Biggs -- American money manager
Wikipedia - Bernard Delfont -- British theatre manager
Wikipedia - Berta Geissmar -- Secretary and business manager
Wikipedia - Bertis Downs IV -- Lawyer and manager of rock band R.E.M.
Wikipedia - Bettie Fisher -- Australian Aboriginal musician and theatre manager
Wikipedia - Bill Ackman -- American hedge fund manager and investor
Wikipedia - Bill Alfonso -- Professional wrestling referee and manager
Wikipedia - Bill Aucoin -- American band manager
Wikipedia - Bill Siddons -- American music manager
Wikipedia - Bill Todd -- Project Manager for Exploration Analogs at NASA's Johnson Space Center
Wikipedia - Bimal Soni -- Indian cricket manager
Wikipedia - Binkie Beaumont -- British theatre manager
Wikipedia - Bitwarden -- Open-source password manager
Wikipedia - BleachBit -- Free disk space cleaner, privacy manager, and computer system optimizer
Wikipedia - Bob Adams (road manager) -- British road manager
Wikipedia - Bobby Deen -- American television chef and restaurant manager
Wikipedia - Bobby Heenan -- American professional wrestler, professional wrestling commentator and manager
Wikipedia - Borg (cluster manager) -- Google software, predecessor of Kubernetes
Wikipedia - Boris Collardi -- Swiss-Italian bank manager
Wikipedia - Boris Novak -- Slovenian manager
Wikipedia - Bose Ogulu -- Nigerian academic and artist manager
Wikipedia - Botho von Hulsen -- German theater manager (1815-1886)
Wikipedia - Boy Abunda -- Filipino television host, publicist, talent manager and celebrity endorser
Wikipedia - Brad Parscale -- Former campaign manager for Donald Trump
Wikipedia - Brian Cody -- Irish hurling manager and former player
Wikipedia - Brian Epstein -- English personal manager and impresario
Wikipedia - Brian Horgan -- Irish hurler, later manager and coach
Wikipedia - Brice Stratford -- English director and actor-manager
Wikipedia - Bridges Fund Management -- British fund manager firm
Wikipedia - Bruce Allen (manager) -- Canadian music band manager
Wikipedia - Bruno Garcia Formoso -- Spanish futsal manager
Wikipedia - Bryan Savery -- British theatre manager
Wikipedia - CA Harvest Software Change Manager
Wikipedia - Carlo Calenda -- Italian manager and politician
Wikipedia - Category:1. FC Bocholt managers
Wikipedia - Category:1. FC Heidenheim managers
Wikipedia - Category:1. FC Kaiserslautern managers
Wikipedia - Category:1. FC Kln managers
Wikipedia - Category:1. FC Lokomotive Leipzig managers
Wikipedia - Category:1. FC Magdeburg managers
Wikipedia - Category:1. FC Normannia Gmnd managers
Wikipedia - Category:1. FC Nrnberg managers
Wikipedia - Category:1. FC Pforzheim managers
Wikipedia - Category:1. FC Saarbrcken managers
Wikipedia - Category:1. FC Union Berlin managers
Wikipedia - Category:1. FC Union Solingen managers
Wikipedia - Category:1. FSV Mainz 05 II managers
Wikipedia - Category:1. FSV Mainz 05 managers
Wikipedia - Category:1. HFK Olomouc managers
Wikipedia - Category:1. SC Znojmo managers
Wikipedia - Category:1. Simmeringer SC managers
Wikipedia - Category:2. Bundesliga managers
Wikipedia - Category:American hedge fund managers
Wikipedia - Category:American money managers
Wikipedia - Category:Volume manager
Wikipedia - Cathy Guetta -- French nightclub manager and events organizer, socialite, and actress
Wikipedia - Certified Business Manager
Wikipedia - Certified Information Security Manager
Wikipedia - Certified software manager -- IT asset management
Wikipedia - Charles Bodinier -- French theater manager
Wikipedia - Charles B. Thomsen -- American architect and construction manager
Wikipedia - Charles C. Lips -- German-American manager
Wikipedia - Chief analytics officer -- Job title for the senior manager responsible for the analysis of data within an organization
Wikipedia - Chocolatey (software package manager)
Wikipedia - Chris Hufford -- Talent manager and producer
Wikipedia - Chris Murphy (manager) -- Australian music executive
Wikipedia - Chris Stamp -- British music producer and manager
Wikipedia - Chris Stewart (ice hockey, born 1961) -- Canadian ice hockey coach and manager
Wikipedia - Chris Stokes (director) -- American record executive, talent manager, and film producer from California
Wikipedia - Christopher Cowdray -- Zimbabwean-born British hotel manager
Wikipedia - Christophe Sercu -- Belgian cycling team manager
Wikipedia - Chris Underwood -- American sales manager and reality television personality
Wikipedia - Chuck Fletcher -- American ice hockey manager
Wikipedia - City manager -- Official appointed as the administrative manager of a city, in a council-manager form of city government
Wikipedia - Clarence Mason -- Attorney and professional wrestling manager
Wikipedia - Cluster manager
Wikipedia - Colley Cibber -- English actor-manager, playwright, and poet laureate
Wikipedia - Colm Bonnar -- Irish hurling manager and former player
Wikipedia - Common Lisp Interface Manager
Wikipedia - Comparison of file managers -- Wikimedia list article
Wikipedia - Comparison of X window managers
Wikipedia - Compiz -- Compositing window manager for the X Window System
Wikipedia - Composer (software) -- Software; application level dependency manager for the PHP programming language
Wikipedia - Compositing window manager
Wikipedia - Concentration Camps Inspectorate -- Central SS administrative and managerial authority for the concentration camps of the Third Reich
Wikipedia - Connor Freff Cochran -- American author and illustrator, computer and music industry journalist, publisher, producer, and business manager
Wikipedia - Corpus manager
Wikipedia - Corrado Passera -- Italian manager and banker
Wikipedia - Council-manager government -- Form of local government in the United States and Ireland
Wikipedia - CPP Investment Board -- Canadian pension fund manager
Wikipedia - Curt Hennig -- American professional wrestler and manager
Wikipedia - Cwm (window manager)
Wikipedia - Cyril Abiteboul -- French motor racing engineer and manager
Wikipedia - Daniel Glatman -- British music manager
Wikipedia - Daniel Lloyd (Nigerian actor) -- Nigerian actor and talent Manager
Wikipedia - Dan M-EM-$ok -- Czech politician and business manager
Wikipedia - Dario Vitez -- Croatian music manager
Wikipedia - Dashlane -- Password manager software
Wikipedia - Data Access Manager -- Classic Mac OS API
Wikipedia - Dave Becky -- American comedy manager and producer
Wikipedia - David Einhorn (hedge fund manager) -- American investor, hedge fund manager, and philanthropist
Wikipedia - David Richards (motorsport) -- Welsh motorsports team manager
Wikipedia - David Spero -- Ohio DJ, talent manager, and film producer
Wikipedia - Debbie Abono -- American band manager
Wikipedia - Delphine Levy -- French manager of cultural institutions
Wikipedia - Denis Ivanov (filmmaker) -- Ukrainian producer, film distributor, cultural manager, and TV presenter
Wikipedia - Dermot Healy (hurling manager) -- Irish former hurling manager
Wikipedia - Desktop Window Manager
Wikipedia - Device Manager
Wikipedia - Digital strategy manager -- Executive position
Wikipedia - Dinny Cahill -- Irish hurling manager and former player
Wikipedia - Direct Rendering Manager -- Subsystem of the Linux kernel
Wikipedia - DNF (software) -- RPM package manager successsor of yum and based on libsolv
Wikipedia - Don Parrish (adventurer) -- American adventurer and technical manager
Wikipedia - Doug Armstrong -- American hockey manager
Wikipedia - DownThemAll! -- free and open-source download manager extension for Firefox
Wikipedia - Draft:Marc Duschenes -- English fund manager and financer
Wikipedia - DRI Capital -- American fund manager
Wikipedia - Dutch Mantel -- American professional wrestler and manager
Wikipedia - Dwight W. Anderson -- American hedge fund manager
Wikipedia - Dynamic window manager
Wikipedia - Ed Bicknell -- British music manager and drummer
Wikipedia - ED Denson -- American music group manager, producer, record label owner, and lawyer
Wikipedia - Eddie Brennan -- Irish hurling manager and former player
Wikipedia - Eddie Livingstone -- Canadian sports manager
Wikipedia - Eddie Thomas (boxer) -- Welsh boxer and manager
Wikipedia - Edith Windsor -- American LGBT rights activist and a technology manager at IBM
Wikipedia - Ed Zawatsky -- Canadian ice hockey coach and general manager
Wikipedia - Eleonore Schikaneder -- Stage actress and theatre manager
Wikipedia - Elephant Managers Association -- International learned society for computing
Wikipedia - Elgin English Crull -- Dallas city manager
Wikipedia - Emily Gerson Saines -- American talent manager
Wikipedia - Emma Cons -- British social reformer, educationalist and theatre manager
Wikipedia - Enlightenment (software) -- compositing window manager for the X Window System
Wikipedia - Enlightenment (window manager)
Wikipedia - Erica Baker -- Engineer and engineering manager
Wikipedia - Eric Easton -- British music manager (1927-1995)
Wikipedia - Erik Walsh -- City Manager of San Antonio, Texas
Wikipedia - Ernie Roth -- American professional wrestling manager
Wikipedia - Eusebio Unzue -- Spanish cycling team manager
Wikipedia - Eva Kreienkamp -- German manager
Wikipedia - F1 Manager (2019 video game) -- 2019 racing video game
Wikipedia - Fabio Corsico -- Italian manager
Wikipedia - FAR file manager
Wikipedia - Far Manager
Wikipedia - File manager
Wikipedia - File Manager (Windows)
Wikipedia - Finder (software) -- Macintosh file manager and GUI shell
Wikipedia - FlashGet -- freeware download manager for Windows
Wikipedia - Fluxbox -- Open source window manager for the X11 system
Wikipedia - Frances Ann Denny Drake -- American actress and theatrical manager
Wikipedia - Franco Cribiori -- Italian cyclist and manager
Wikipedia - Frank Benson (actor) -- 19th/20th-century English actor and theatre manager
Wikipedia - Frank Philipp SchloM-CM-^_mann -- German theatre director and theatre manager
Wikipedia - Freddie Blassie -- American professional wrestler and manager
Wikipedia - Frede (cabaret manager) -- French host and cabaret manager
Wikipedia - Frederick Henry Yates -- English actor and theatre manager
Wikipedia - Fred Hudson -- Canadian ice hockey manager
Wikipedia - Fred Karno -- 19th and 20th-century British theatre manager
Wikipedia - Free Download Manager -- Download manager for Windows, Linux and macOS
Wikipedia - Freight Mabrey -- American podcast personality and tour manager
Wikipedia - Frenchy Martin -- Canadian professional wrestler and manager
Wikipedia - Gabor Faludi -- Hungarian theatre manager
Wikipedia - Ganeti Web Manager
Wikipedia - Gary Crittenden -- American financial manager
Wikipedia - Gary Hart (wrestler) -- American professional wrestler and manager
Wikipedia - Gazetted Officer (India) -- Executive/managerial level ranked public servants in India
Wikipedia - Gene Kranz -- NASA Flight Director and manager
Wikipedia - General manager -- Oversees a firm's day-to-day business operations
Wikipedia - George Devine -- Theatre manager, producer
Wikipedia - George Robinson (hedge fund manager) -- British hedge fund manager
Wikipedia - Georgie Leahy -- Irish hurling player, coach and manager
Wikipedia - German Moreno -- Filipino television host, actor, comedian, and talent manager
Wikipedia - GetRight -- download manager for Windows
Wikipedia - Gianpiero Fiorani -- Italian banker and manager
Wikipedia - Giovanni Castellucci -- Italian manager
Wikipedia - Giovanni Consorte -- Italian manager
Wikipedia - GNOME Archive Manager
Wikipedia - GNOME Commander -- twin-panel file manager for the GNOME desktop
Wikipedia - GNOME Display Manager
Wikipedia - GNOME Software -- GNOME application manager
Wikipedia - GNU Guix -- purely functional package manager for the GNU system
Wikipedia - Good Manager -- 2017 South Korean TV series
Wikipedia - Google Ad Manager -- Ad exchange platform by Google
Wikipedia - Google Tag Manager
Wikipedia - Gramercy Funds Management -- American investment manager
Wikipedia - Greasemonkey -- Userscript manager extension for Firefox
Wikipedia - Gregor Willmes -- German mucicologist, music writer and cultural manager
Wikipedia - Guilherme Farinha -- Portuguese manager
Wikipedia - Gustav Randolph Manning -- German-American businessman and sports manager
Wikipedia - Guymon Casady -- American talent manager and producer
Wikipedia - Harmonica Incident -- 1964 dispute between New York Yankees' manager Yogi Berra and a backup player
Wikipedia - Harry Bohan -- Irish Catholic priest, sociologist and hurling manager
Wikipedia - Harry Brodribb Irving -- British actor-manager
Wikipedia - Harry Buckwitz -- German actor, theatre director and theatre manager
Wikipedia - Head coach -- Senior coach or manager of a sports team
Wikipedia - Heidi Cruz -- American investment manager at Goldman Sachs
Wikipedia - Heinrich Malangre -- German manager and writer
Wikipedia - Helen Young (radio manager) -- New Zealand radio manager
Wikipedia - Helmut Panke -- German manager, physicist and businessman
Wikipedia - Henderson Group -- Global investment manager
Wikipedia - Henry F. McElroy -- City manager of Kansas City, MO (b. 1865, d. 1939)
Wikipedia - Henry Herbert, 7th Earl of Carnarvon -- British peer and racing manager to Queen Elizabeth II (1924-2001)
Wikipedia - Herbert Beerbohm Tree -- 19th/20th-century English actor and theatre manager
Wikipedia - Homebrew (package manager) -- Software installation management software
Wikipedia - Hugh Pickett -- Canadian theatre manager
Wikipedia - Hugh Southern -- Performing arts manager
Wikipedia - Hugo Savinovich -- Ecuadorian professional wrestler, commentator and manager
Wikipedia - Hugues Gall -- French opera manager
Wikipedia - Humpy Wheeler -- American auto racing promoter, race track manager, and consultant
Wikipedia - I3 (window manager) -- Window manager software
Wikipedia - Ian Stewart (musician) -- British musician and tour manager
Wikipedia - IBM Software Configuration and Library Manager
Wikipedia - IBM Web-based System Manager -- Unix configuration utility
Wikipedia - Ida Ehre -- Austrian-German actress, theatre director and manager.
Wikipedia - Igor BavM-DM-^Mar -- Slovenian politician and manager
Wikipedia - Igor Piddubny -- Ukrainian journalist, media manager, politician, and film director
Wikipedia - Ilias Psinakis -- Greek politician, manager, and television personality
Wikipedia - Inclusive management -- Pattern of practices by public managers that facilitate the inclusion of public employees, experts, the public, and politicians
Wikipedia - Ingolf Huhn -- German theatre manager
Wikipedia - Insight Partners -- American investment manager
Wikipedia - Ion (window manager)
Wikipedia - Isaac de Broen -- Swedish actor and theatre manager
Wikipedia - Isak Strand -- Norwegian sound manager
Wikipedia - Israel Englander -- American billionaire hedge fund manager
Wikipedia - James J. Coogan -- American borough president, merchant, and real estate manager
Wikipedia - James Matthews (racing driver) -- British former professional racing driver, hedge fund manager, and heir to the Scottish title of Laird of Glen Affric
Wikipedia - James William Wallack -- 19th-century Anglo-American actor and manager
Wikipedia - Janis Hansen (manager) -- American talent agent; former actress
Wikipedia - Jaromir WieprzM-DM-^Yc -- Polish manager
Wikipedia - Jason Mudrick -- American hedge fund manager
Wikipedia - Jason Owen (talent manager) -- American music manager
Wikipedia - Jefferson Holt -- American music manager
Wikipedia - Jeff Yass -- American money manager
Wikipedia - Jerry Wallace (hurler) -- Irish hurler and manager
Wikipedia - Jessica McKellar -- American software developer, engineering manager, and author
Wikipedia - Jessie Bonstelle -- American theater manager, director and actress
Wikipedia - Jim Beach -- British music manager
Wikipedia - Jim Denny (Opry manager) -- American music executive
Wikipedia - Jim Gregory (ice hockey) -- Canadian ice hockey general manager
Wikipedia - Jimmy Hart -- American musician, professional wrestling manager and sports businessman
Wikipedia - Joanna Kennedy -- British civil engineer and project manager
Wikipedia - Joanna Mihulka -- Polish manager, politician and economist
Wikipedia - Joao Rocha -- Portuguese sports manager and entrepreneur
Wikipedia - Jochen Breiholz -- German opera manager
Wikipedia - Joe Dooley -- Irish former hurler and manager
Wikipedia - Joe Jackson (manager) -- American music manager and father of the Jackson family
Wikipedia - John Black (music manager) -- British music manager
Wikipedia - John Browne (hurler) -- Irish hurling manager and former hurler
Wikipedia - John Drew Sr. -- 19th-century Irish-American actor and theatre manager
Wikipedia - John Heminges -- 16th/17th-century English actor and theatre manager
Wikipedia - John Hessell Tiltman (property manager) -- British architect and property manager
Wikipedia - John Malm Jr. -- American music manager
Wikipedia - John Miglarese -- American soccer manager
Wikipedia - Johnny Dooley -- Irish former hurling manager and player
Wikipedia - Johnny Valiant -- American professional wrestler and manager
Wikipedia - John Philip Kemble -- 18th/19th-century English actor-manager
Wikipedia - John Tolos -- Greek-Canadian professional wrestler and manager
Wikipedia - John W. Albaugh -- American actor and manager (1837-1909)
Wikipedia - Jonathan Vaughters -- American racing cyclist and team manager
Wikipedia - Jon Simonsson -- Norwegian city manager, lawspeaker, and humanist
Wikipedia - Jo Ramirez -- Mexican motorsport engineer and manager
Wikipedia - Joseph Edelman -- American hedge fund manager
Wikipedia - Joseph Mitchell (city manager) -- City manager of Newburgh, New York (1922-1993)
Wikipedia - Jose Ramos (boxing manager) -- Puerto Rican boxing manager
Wikipedia - Jost Capito -- German Motorsport manager
Wikipedia - Jules Muller -- Luxembourgian manager
Wikipedia - Julius Dorpmuller -- German politician and railway manager
Wikipedia - Justin Urquhart Stewart -- British investment manager
Wikipedia - Karen Jarrett -- Professional wrestling manager
Wikipedia - Kate Bingham -- British venture capital manager
Wikipedia - Kathleen M. Butler -- Project manager for Sydney Harbour Bridge
Wikipedia - Kathy Lueders -- American engineer and business manager
Wikipedia - Kazma Sakamoto -- Japanese professional wrestler and manager
Wikipedia - KeePassXC -- Free software password manager
Wikipedia - Keeper (password manager) -- Password management software
Wikipedia - KeeWeb -- Free and open-source password manager
Wikipedia - Kellie Maloney -- Retired boxing manager, promoter and politician (born 1953)
Wikipedia - KeMonito -- Mexican professional wrestling manager
Wikipedia - Kenneth Avery -- New Zealand jazz musician, radio programme manager, and songwriter
Wikipedia - Kenneth C. Griffin -- American hedge fund manager
Wikipedia - Kenrick Emanuel -- Dominican former player and manager
Wikipedia - Kent McClard -- American music manager
Wikipedia - Kernel Transaction Manager
Wikipedia - Khalid A. Al-Falih -- Saudi businessman and manager
Wikipedia - Killing of Brendin Horner -- October killing of a farm manager in Paul Roux, Free State
Wikipedia - Kim Pen Hwa -- Collective farm manager
Wikipedia - Kirsten Harms -- German theatre and opera manager (born 1956)
Wikipedia - Klaus Darrelmann -- Germany-based location manager
Wikipedia - Kohlberg Kravis Roberts -- American investment manager
Wikipedia - Kris Jenner -- American media personality, socialite, producer, entertainment manager, and businesswoman
Wikipedia - Kristina Laum -- American professional wrestling valet and manager
Wikipedia - KWallet -- Password manager
Wikipedia - Kwesi Wilson -- Artist Manager
Wikipedia - KWin -- KDE window manager for the X Window System
Wikipedia - Lady Blossom -- British professional wrestling manager
Wikipedia - Lana (wrestler) -- American professional wrestling manager, professional wrestler, model, actress, dancer
Wikipedia - LAN Manager -- Depreciated Microsoft networking system with broken security
Wikipedia - Laurence Eusden -- English actor-manager, playwright, and poet laureate
Wikipedia - Layout manager
Wikipedia - Leee Black Childers -- American photographer and manager
Wikipedia - Lee Kranefuss -- American businessman, investment manager, corporate adviser, and entrepreneur
Wikipedia - Lena Ashwell -- British actress and acting manager
Wikipedia - Lew Fields -- American actor, comedian, vaudeville star, theatre manager, and producer (1867-1941)
Wikipedia - Lewis Hallam Jr. -- 18th-century American theater manager
Wikipedia - Lexington Partners -- largest independent manager of secondary acquisition and co-investment funds
Wikipedia - Liam Sheedy -- Irish hurler, hurling manager and sports administrator
Wikipedia - License manager
Wikipedia - Lila Tretikov -- Russian-American engineer, manager and former executive director of the Wikimedia Foundation
Wikipedia - List of 1. FC Nurnberg managers -- Wikimedia list article
Wikipedia - List of 1. FC Tatran PreM-EM-!ov managers -- Wikimedia list article
Wikipedia - List of Aberdeen F.C. managers -- Wikimedia list article
Wikipedia - List of A.C. Milan managers -- Wikimedia list article
Wikipedia - List of AEK Athens F.C. managers -- Wikimedia list article
Wikipedia - List of Airdrieonians F.C. managers -- Wikimedia list article
Wikipedia - List of Air India FC managers -- Wikipedia list article
Wikipedia - List of Akhisar Belediyespor managers -- Wikimedia list article
Wikipedia - List of Algerian Cup winning managers -- Wikimedia list article
Wikipedia - List of Algerian Ligue Professionnelle 1 winning managers -- Wikimedia list article
Wikipedia - List of Al-Hilal FC managers -- Wikimedia list article
Wikipedia - List of AmM-CM-)rica de Cali managers -- Wikimedia list article
Wikipedia - List of Anaheim Ducks general managers -- Wikimedia list article
Wikipedia - List of Arizona Diamondbacks managers -- Wikimedia list article
Wikipedia - List of Arminia Bielefeld managers -- Wikimedia list article
Wikipedia - List of Arsenal F.C. managers -- Wikimedia list article
Wikipedia - List of ASC Otelul Galati managers -- Wikimedia list article
Wikipedia - List of A.S. Roma managers -- Wikimedia list article
Wikipedia - List of Aston Villa F.C. managers -- Wikimedia list article
Wikipedia - List of Athletic Bilbao managers -- Wikimedia list article
Wikipedia - List of ATK managers -- Wikimedia list article
Wikipedia - List of Atlanta Braves managers -- Wikipedia list article
Wikipedia - List of Atlanta Thrashers/Winnipeg Jets general managers -- Wikipedia list article
Wikipedia - List of AtlM-CM-)tico Madrid managers -- Wikimedia list article
Wikipedia - List of AtlM-CM-)tico Nacional managers -- Wikimedia list article
Wikipedia - List of Attorneys and Resident Managers of Barbuda -- Wikipedia list article
Wikipedia - List of Australia national soccer team managers -- Wikimedia list article
Wikipedia - List of Baltimore Orioles (1882-1899) managers -- Wikimedia list article
Wikipedia - List of Baltimore Orioles managers -- Wikipedia list article
Wikipedia - List of Beijing Guoan F.C. chairmen and general managers -- Wikipedia list article
Wikipedia - List of Belgian Cup winning managers -- Wikimedia list article
Wikipedia - List of Birmingham City F.C. managers -- Wikimedia list article
Wikipedia - List of Bolton Wanderers F.C. managers -- Wikimedia list article
Wikipedia - List of Boston Bruins general managers -- Wikimedia list article
Wikipedia - List of Boston Red Sox managers -- Wikimedia list article
Wikipedia - List of Bradford City A.F.C. managers -- Wikimedia list article
Wikipedia - List of Brentford F.C. managers -- Wikimedia list article
Wikipedia - List of Bristol Rovers F.C. managers -- Wikimedia list article
Wikipedia - List of Buffalo Bisons managers -- Wikimedia list article
Wikipedia - List of Buffalo Sabres general managers -- Wikimedia list article
Wikipedia - List of Burgos CF managers -- Wikimedia list article
Wikipedia - List of Burnley F.C. managers -- Wikimedia list article
Wikipedia - List of Calgary Flames general managers -- Wikimedia list article
Wikipedia - List of Cambridge United F.C. managers -- Wikimedia list article
Wikipedia - List of Campeonato Brasileiro SM-CM-)rie A winning managers -- Wikimedia list article
Wikipedia - List of Cardiff City F.C. managers -- Wikimedia list article
Wikipedia - List of Carlisle United F.C. managers -- Wikimedia list article
Wikipedia - List of CD LogroM-CM-1M-CM-)s managers -- Wikimedia list article
Wikipedia - List of CDO managers -- Wikipedia list article
Wikipedia - List of Celtic F.C. managers -- Wikimedia list article
Wikipedia - List of Chalatenango managers -- Wikimedia list article
Wikipedia - List of Chelsea F.C. managers -- Wikimedia list article
Wikipedia - List of Chicago Blackhawks general managers -- Wikipedia list article
Wikipedia - List of Chicago Cubs managers -- Wikipedia list article
Wikipedia - List of Chicago White Sox managers -- Wikipedia list article
Wikipedia - List of Chunichi Dragons managers -- Wikipedia list article
Wikipedia - List of Cincinnati Reds managers -- Wikimedia list article
Wikipedia - List of Cleveland Blues (NL) managers -- Wikimedia list article
Wikipedia - List of Cleveland Indians managers -- Wikimedia list article
Wikipedia - List of Cleveland Spiders managers -- Wikimedia list article
Wikipedia - List of Club Deportivo Dragon managers -- Wikimedia list article
Wikipedia - List of Clube AtlM-CM-)tico Mineiro managers -- Wikimedia list article
Wikipedia - List of Clube de Regatas do Flamengo managers -- Wikipedia list article
Wikipedia - List of Clyde F.C. managers -- Wikimedia list article
Wikipedia - List of Colchester United F.C. managers -- Wikimedia list article
Wikipedia - List of Colo-Colo managers -- Wikimedia list article
Wikipedia - List of Colorado Rockies managers -- Wikipedia list article
Wikipedia - List of Columbus Blue Jackets general managers -- Wikimedia list article
Wikipedia - List of Copa do Brasil winning managers -- Wikimedia list article
Wikipedia - List of Copa Libertadores winning managers -- Wikimedia list article
Wikipedia - List of Cork senior hurling team managers -- Wikimedia list article
Wikipedia - List of Coventry City F.C. managers -- Wikimedia list article
Wikipedia - List of Crewe Alexandra F.C. managers -- Wikimedia list article
Wikipedia - List of Crystal Palace F.C. managers -- Wikimedia list article
Wikipedia - List of Deportivo de La CoruM-CM-1a managers -- Wikimedia list article
Wikipedia - List of Derby County F.C. managers -- Wikimedia list article
Wikipedia - List of Detroit Tigers managers -- Wikimedia list article
Wikipedia - List of Detroit Wolverines managers -- Wikimedia list article
Wikipedia - List of DFB-Pokal winning managers -- Wikimedia list article
Wikipedia - List of DjurgM-CM-%rdens IF Fotboll managers -- Wikimedia list article
Wikipedia - List of Doncaster Rovers F.C. managers -- Wikimedia list article
Wikipedia - List of Dundee F.C. managers -- Wikimedia list article
Wikipedia - List of Dundee United F.C. managers -- Wikimedia list article
Wikipedia - List of Dunfermline Athletic F.C. managers -- Wikimedia list article
Wikipedia - List of East Stirlingshire F.C. managers -- Wikimedia list article
Wikipedia - List of Edmonton Oilers general managers -- Wikimedia list article
Wikipedia - List of European Cup and UEFA Champions League winning managers -- Wikimedia list article
Wikipedia - List of Everton F.C. managers -- Wikimedia list article
Wikipedia - List of FA Cup winning managers -- Wikimedia list article
Wikipedia - List of Falkirk F.C. managers -- Wikimedia list article
Wikipedia - List of FA Women's Super League managers -- Wikimedia list article
Wikipedia - List of FC Astana managers -- Wikimedia list article
Wikipedia - List of FC Baku managers -- Wikimedia list article
Wikipedia - List of FC Barcelona managers -- Wikimedia list article
Wikipedia - List of F.C. Copenhagen managers -- Wikimedia list article
Wikipedia - List of FC Kairat managers -- Wikimedia list article
Wikipedia - List of FC Kremin Kremenchuk managers -- Wikimedia list article
Wikipedia - List of FC NordsjM-CM-&lland managers -- Wikimedia list article
Wikipedia - List of FC Porto managers -- Wikimedia list article
Wikipedia - List of FC Schalke 04 managers -- Wikimedia list article
Wikipedia - List of FC Steaua Bucuresti managers -- Wikimedia list article
Wikipedia - List of FehM-CM-)rvar FC managers -- Wikimedia list article
Wikipedia - List of Fenerbahce S.K. managers -- Wikimedia list article
Wikipedia - List of Ferencvarosi TC managers -- Wikimedia list article
Wikipedia - List of FK AS TrenM-DM-^Min managers -- Wikimedia list article
Wikipedia - List of FK CukariM-DM-^Mki managers -- Wikimedia list article
Wikipedia - List of FK Partizan managers -- Wikimedia list article
Wikipedia - List of FK Rad managers -- Wikimedia list article
Wikipedia - List of FK Sarajevo managers -- Wikimedia list article
Wikipedia - List of FK Vardar managers -- Wikimedia list article
Wikipedia - List of FK Vojvodina managers -- Wikimedia list article
Wikipedia - List of FK ZeljezniM-DM-^Mar Sarajevo managers -- Wikimedia list article
Wikipedia - List of Florida Panthers general managers -- Wikimedia list article
Wikipedia - List of Foolad F.C. managers -- Wikimedia list article
Wikipedia - List of fund manager companies in Uganda -- Wikipedia list article
Wikipedia - List of Galatasaray S.K. managers -- Wikimedia list article
Wikipedia - List of Gillingham F.C. managers -- Wikimedia list article
Wikipedia - List of GNK Dinamo Zagreb managers -- Wikimedia list article
Wikipedia - List of Goztepe S.K. managers -- Wikimedia list article
Wikipedia - List of Guangzhou Evergrande Taobao F.C. managers -- Wikimedia list article
Wikipedia - List of Guangzhou R&F F.C. managers -- Wikimedia list article
Wikipedia - List of Hamilton Academical F.C. managers -- Wikimedia list article
Wikipedia - List of Hartford Whalers/Carolina Hurricanes general managers -- Wikimedia list article
Wikipedia - List of Hartlepool United F.C. managers -- Wikimedia list article
Wikipedia - List of Hazfi Cup winning managers -- Wikimedia list article
Wikipedia - List of Heart of Midlothian F.C. managers -- Wikimedia list article
Wikipedia - List of Hertha BSC managers -- Wikimedia list article
Wikipedia - List of Hibernian F.C. managers -- Wikimedia list article
Wikipedia - List of Hindustan Aeronautics S.C. managers -- Wikimedia list article
Wikipedia - List of HNK Hajduk Split managers -- Wikimedia list article
Wikipedia - List of Houston Astros managers -- Wikimedia list article
Wikipedia - List of Huddersfield Town A.F.C. managers -- Wikimedia list article
Wikipedia - List of Hull City A.F.C. managers -- Wikimedia list article
Wikipedia - List of hurling managers -- Wikimedia list article
Wikipedia - List of IFK Goteborg managers -- Wikimedia list article
Wikipedia - List of Independiente Santa Fe managers -- Wikimedia list article
Wikipedia - List of Indian Arrows managers -- Wikipedia list article
Wikipedia - List of Intercontinental Cup winning managers -- Wikimedia list article
Wikipedia - List of Inter Milan managers -- Wikimedia list article
Wikipedia - List of Ipswich Town F.C. managers -- Wikimedia list article
Wikipedia - List of J.League managers -- Wikimedia list article
Wikipedia - List of Juventus F.C. managers -- Wikimedia list article
Wikipedia - List of Kansas City Royals managers -- Wikipedia list article
Wikipedia - List of Kerala Blasters FC managers -- Wikimedia list article
Wikipedia - List of Khazar Lankaran FK managers -- Wikimedia list article
Wikipedia - List of Kilkenny hurling managers -- Wikimedia list article
Wikipedia - List of La Liga winning managers -- Wikimedia list article
Wikipedia - List of Leeds United F.C. managers -- Wikimedia list article
Wikipedia - List of Leicester City F.C. managers -- Wikimedia list article
Wikipedia - List of Liga Super managers -- Wikimedia list article
Wikipedia - List of Ligue 1 winning managers -- Wikimedia list article
Wikipedia - List of Liverpool F.C. managers -- Wikimedia list article
Wikipedia - List of Livingston F.C. managers -- Wikimedia list article
Wikipedia - List of Los Angeles Angels managers -- Wikimedia list article
Wikipedia - List of Los Angeles Dodgers managers -- Wikimedia list article
Wikipedia - List of Los Angeles Kings general managers -- Wikimedia list article
Wikipedia - List of Louisville Colonels managers -- Wikimedia list article
Wikipedia - List of Luton Town F.C. managers -- Wikimedia list article
Wikipedia - List of Macarthur FC managers -- Wikimedia list article
Wikipedia - List of Maccabi Haifa F.C. managers -- Wikimedia list article
Wikipedia - List of Maidstone United F.C. managers -- Wikimedia list article
Wikipedia - List of Malmo FF managers -- Wikimedia list article
Wikipedia - List of managers and coaches who have qualified for the UEFA Pro Licence -- Wikimedia list article
Wikipedia - List of Manchester City F.C. managers -- Wikimedia list article
Wikipedia - List of Manchester United F.C. managers -- Wikimedia list article
Wikipedia - List of Margate F.C. managers -- Wikimedia list article
Wikipedia - List of M-CM-^Zjpest FC managers -- Wikipedia list article
Wikipedia - List of Melbourne City FC managers -- Wikimedia list article
Wikipedia - List of M-EM- K Slovan Bratislava managers -- Wikipedia list article
Wikipedia - List of Miami Marlins managers -- Wikimedia list article
Wikipedia - List of Middlesbrough F.C. managers -- Wikimedia list article
Wikipedia - List of Milwaukee Brewers managers -- Wikimedia list article
Wikipedia - List of Minnesota North Stars/Dallas Stars general managers -- Wikimedia list article
Wikipedia - List of Minnesota Twins managers -- Wikimedia list article
Wikipedia - List of Minnesota Wild general managers -- Wikimedia list article
Wikipedia - List of Mohun Bagan A.C. managers -- Wikimedia list article
Wikipedia - List of Molde FK managers -- Wikimedia list article
Wikipedia - List of Montreal Canadiens general managers -- Wikimedia list article
Wikipedia - List of Motherwell F.C. managers -- Wikimedia list article
Wikipedia - List of Mumbai F.C. managers -- Wikimedia list article
Wikipedia - List of Nashville Predators general managers -- Wikimedia list article
Wikipedia - List of Nemzeti Bajnoksag I managers -- Wikimedia list article
Wikipedia - List of Newcastle United F.C. managers -- Wikimedia list article
Wikipedia - List of New Jersey Devils general managers -- Wikimedia list article
Wikipedia - List of Newport County A.F.C. managers -- Wikimedia list article
Wikipedia - List of New York Islanders general managers -- Wikimedia list article
Wikipedia - List of New York Metropolitans managers -- Wikimedia list article
Wikipedia - List of New York Mets managers -- Wikimedia list article
Wikipedia - List of New York Rangers general managers -- Wikimedia list article
Wikipedia - List of New York Yankees managers -- Wikimedia list article
Wikipedia - List of NK Celik Zenica managers -- Wikimedia list article
Wikipedia - List of NK M-EM- iroki Brijeg managers -- Wikimedia list article
Wikipedia - List of Northampton Town F.C. managers -- Wikimedia list article
Wikipedia - List of Norwich City F.C. managers -- Wikimedia list article
Wikipedia - List of Oakland Athletics managers -- Wikipedia list article
Wikipedia - List of OFK Beograd managers -- Wikimedia list article
Wikipedia - List of Oldham Athletic A.F.C. managers -- Wikimedia list article
Wikipedia - List of Olympiacos F.C. managers -- Wikimedia list article
Wikipedia - List of Olympique de Marseille managers and presidents -- Wikimedia list article
Wikipedia - List of Olympique Lyonnais managers -- Wikimedia list article
Wikipedia - List of Ottawa Senators general managers -- Wikimedia list article
Wikipedia - List of Oxford United F.C. managers -- Wikimedia list article
Wikipedia - List of Palermo F.C. managers -- Wikimedia list article
Wikipedia - List of Panathinaikos F.C. managers -- Wikimedia list article
Wikipedia - List of PAOK FC managers -- Wikimedia list article
Wikipedia - List of Paris Saint-Germain F.C. managers -- Wikimedia list article
Wikipedia - List of Paris Saint-Germain FM-CM-)minine managers -- Wikimedia list article
Wikipedia - List of Parma Calcio 1913 managers -- Wikimedia list article
Wikipedia - List of Partick Thistle F.C. managers -- Wikimedia list article
Wikipedia - List of PAS Giannina F.C. managers -- Wikimedia list article
Wikipedia - List of password managers -- Wikipedia list article
Wikipedia - List of Persepolis F.C. managers -- Wikimedia list article
Wikipedia - List of personal information managers -- Wikipedia list article
Wikipedia - List of PFC Botev Plovdiv managers -- Wikimedia list article
Wikipedia - List of PFC CSKA Sofia managers -- Wikimedia list article
Wikipedia - List of PFC Litex Lovech managers -- Wikimedia list article
Wikipedia - List of Philadelphia Flyers general managers -- Wikimedia list article
Wikipedia - List of Philadelphia Phillies managers -- Wikimedia list article
Wikipedia - List of Pittsburgh Penguins general managers -- Wikimedia list article
Wikipedia - List of Pittsburgh Pirates managers -- Wikimedia list article
Wikipedia - List of Plymouth Argyle F.C. managers -- Wikimedia list article
Wikipedia - List of Port Vale F.C. managers -- Wikimedia list article
Wikipedia - List of Preston North End F.C. managers -- Wikimedia list article
Wikipedia - List of Providence Grays managers -- Wikimedia list article
Wikipedia - List of Quebec Nordiques/Colorado Avalanche general managers -- Wikipedia list article
Wikipedia - List of Queens Park Rangers F.C. managers -- Wikimedia list article
Wikipedia - List of Rah Ahan F.C. managers -- Wikimedia list article
Wikipedia - List of Rangers F.C. managers -- Wikimedia list article
Wikipedia - List of RCD Mallorca managers -- Wikimedia list article
Wikipedia - List of Reading F.C. managers -- Wikimedia list article
Wikipedia - List of Real Madrid CF managers -- Wikimedia list article
Wikipedia - List of Recopa Sudamericana winning managers -- Wikimedia list article
Wikipedia - List of Rosenborg BK managers -- Wikimedia list article
Wikipedia - List of R.S.C. Anderlecht managers -- Wikimedia list article
Wikipedia - List of San Diego Padres managers -- Wikimedia list article
Wikipedia - List of San Francisco Giants managers -- Wikimedia list article
Wikipedia - List of San Jose Sharks general managers -- Wikimedia list article
Wikipedia - List of Santos FC managers -- Wikimedia list article
Wikipedia - List of Sao Paulo Futebol Clube managers -- Wikimedia list article
Wikipedia - List of SC Bastia managers -- Wikimedia list article
Wikipedia - List of Scottish Cup winning managers -- Wikimedia list article
Wikipedia - List of Scottish League Cup winning managers -- Wikipedia list article
Wikipedia - List of Seattle Mariners managers -- Wikimedia list article
Wikipedia - List of Seattle Sounders FC managers -- Wikimedia list article
Wikipedia - List of Segunda Division winning managers -- Wikimedia list article
Wikipedia - List of Serie A winning managers -- Wikimedia list article
Wikipedia - List of Shamrock Rovers F.C. managers -- Wikimedia list article
Wikipedia - List of Sheffield United F.C. managers -- Wikimedia list article
Wikipedia - List of Sheffield Wednesday F.C. managers -- Wikimedia list article
Wikipedia - List of S.L. Benfica managers -- Wikimedia list article
Wikipedia - List of Sociedade Esportiva Palmeiras managers -- Wikimedia list article
Wikipedia - List of Southampton F.C. managers -- Wikimedia list article
Wikipedia - List of Southend United F.C. managers -- Wikimedia list article
Wikipedia - List of Sport Club Corinthians Paulista managers -- Wikipedia list article
Wikipedia - List of Sport Club do Recife managers -- Wikimedia list article
Wikipedia - List of Sporting CP managers -- Wikimedia list article
Wikipedia - List of Sporting de Gijon managers -- Wikimedia list article
Wikipedia - List of S.S. Lazio managers -- Wikimedia list article
Wikipedia - List of Stevenage F.C. managers -- Wikimedia list article
Wikipedia - List of St. Louis Blues general managers -- Wikipedia list article
Wikipedia - List of St. Louis Cardinals managers -- Wikipedia list article
Wikipedia - List of Stoke City F.C. managers -- Wikimedia list article
Wikipedia - List of Sunderland A.F.C. managers -- Wikimedia list article
Wikipedia - List of Supertaca CM-CM-"ndido de Oliveira winning managers -- Wikimedia list article
Wikipedia - List of SV Werder Bremen managers -- Wikimedia list article
Wikipedia - List of Swansea City A.F.C. managers -- Wikimedia list article
Wikipedia - List of Swindon Town F.C. managers -- Wikimedia list article
Wikipedia - List of Sydney FC managers -- Wikimedia list article
Wikipedia - List of Taca da Liga winning managers -- Wikimedia list article
Wikipedia - List of Taca de Portugal winning managers -- Wikimedia list article
Wikipedia - List of Tampa Bay Lightning general managers -- Wikimedia list article
Wikipedia - List of Tampa Bay Rays managers -- Wikimedia list article
Wikipedia - List of Tamworth F.C. managers -- Wikimedia list article
Wikipedia - List of theatre managers and producers -- Wikipedia list article
Wikipedia - List of Tohoku Rakuten Golden Eagles managers -- Wikipedia list article
Wikipedia - List of Toronto Blue Jays managers -- Wikimedia list article
Wikipedia - List of Torquay United F.C. managers -- Wikimedia list article
Wikipedia - List of Tottenham Hotspur F.C. managers -- Wikimedia list article
Wikipedia - List of Tractor S.C. managers -- Wikimedia list article
Wikipedia - List of Tranmere Rovers F.C. managers -- Wikimedia list article
Wikipedia - List of TT Pro League managers -- wikimedia list article
Wikipedia - List of UD Almeria managers -- Wikimedia list article
Wikipedia - List of UEFA club competition winning managers -- Wikimedia list article
Wikipedia - List of UEFA Cup and Europa League winning managers -- Wikimedia list article
Wikipedia - List of UEFA Cup Winners' Cup winning managers -- Wikimedia list article
Wikipedia - List of UEFA Intertoto Cup winning managers -- Wikimedia list article
Wikipedia - List of UEFA Super Cup winning managers -- Wikimedia list article
Wikipedia - List of UEFA Women's Cup and Women's Champions League winning managers -- Wikimedia list article
Wikipedia - List of UE Lleida managers -- Wikimedia list article
Wikipedia - List of USM Alger managers -- Wikimedia list article
Wikipedia - List of USM Blida managers -- Wikimedia list article
Wikipedia - List of Valencia CF managers -- Wikimedia list article
Wikipedia - List of Vancouver Canucks general managers -- Wikimedia list article
Wikipedia - List of Walsall F.C. managers -- Wikimedia list article
Wikipedia - List of Washington Capitals general managers -- Wikimedia list article
Wikipedia - List of Washington Nationals managers -- Wikimedia list article
Wikipedia - List of Washington Senators (1891-1899) managers -- Wikimedia list article
Wikipedia - List of Watford F.C. managers -- Wikimedia list article
Wikipedia - List of West Bromwich Albion F.C. managers -- Wikimedia list article
Wikipedia - List of Western Sydney Wanderers FC managers -- Wikimedia list article
Wikipedia - List of Western United FC managers -- Wikimedia list article
Wikipedia - List of West Ham United F.C. managers -- Wikimedia list article
Wikipedia - List of Winnipeg Jets (1972-1996)/Arizona Coyotes general managers -- Wikimedia list article
Wikipedia - List of Wolverhampton Wanderers F.C. managers -- Wikimedia list article
Wikipedia - List of Wycombe Wanderers F.C. managers -- Wikimedia list article
Wikipedia - List of Yeovil Town F.C. managers -- Wikimedia list article
Wikipedia - List of Yokohama F. Marinos managers -- Wikimedia list article
Wikipedia - List of Yomiuri Giants managers -- Wikipedia list article
Wikipedia - List of York City F.C. managers -- Wikimedia list article
Wikipedia - List of Yugoslav Cup winning managers -- Wikimedia list article
Wikipedia - List of Zob Ahan F.C. managers -- Wikimedia list article
Wikipedia - Logical Disk Manager
Wikipedia - Logical Volume Manager (Linux)
Wikipedia - Lord Alfred Hayes -- British professional wrestler, professional wrestling manager, and commentator
Wikipedia - Lori Linstruth -- American guitarist, lyricist and manager
Wikipedia - Lorna Thomas -- Australian cricketer and manager
Wikipedia - Lou Albano -- American professional wrestler, professional wrestling manager, and actor
Wikipedia - Louis Walsh -- Irish manager in the music industry
Wikipedia - Lou Pearlman -- American talent manager
Wikipedia - Lukas Muhlemann -- Swiss bank manager
Wikipedia - Madeleine Lee (writer) -- Investment manager and poet in Singapore.
Wikipedia - Madge Kendal -- 19th/20th-century English actress and theatre manager
Wikipedia - Malcolm Bivens -- American professional wrestler and manager
Wikipedia - Mal Evans -- English road manager
Wikipedia - Management buyout -- Purchase of company by existing managers
Wikipedia - Manager (association football)
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Wikipedia - Managerial economics
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Wikipedia - Managerial risk accounting -- Risk in accounting
Wikipedia - Managerial state -- Concept in political science
Wikipedia - Manager (Mac OS)
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Wikipedia - Manager (professional wrestling) -- Supporting character in professional wrestling
Wikipedia - Manu Daftary -- American money manager
Wikipedia - Manuela Escamilla -- Spanish playwright, stage actress and theatre manager
Wikipedia - Manuel Montoya Fernandez -- Spanish handball manager
Wikipedia - Marc Dos Santos -- Canadian-Portuguese soccer manager
Wikipedia - Marco Bussetti -- Italian teacher and public manager
Wikipedia - Margarete Schrambock -- Austrian manager and politician
Wikipedia - Maria Kanellis -- American professional wrestler, manager, actress, model and singer
Wikipedia - Marie Guenet de Saint-Ignace -- French-Canadian abbess and hospital manager
Wikipedia - Mario Corti (manager) -- Swiss businessman
Wikipedia - Mark Allison -- Australian agricultural industry manager
Wikipedia - Mark Slater (fund manager) -- British fund manager and businessman
Wikipedia - Martin Madden (ice hockey) -- Canadian ice hockey general manager
Wikipedia - Mary Miller (artistic director) -- Scottish violinist and opera manager
Wikipedia - Massimiliano Caroletti -- Italian producer, manager, entrepreneur, talent scout, actor and television personality
Wikipedia - Matchbox (window manager)
Wikipedia - Matthias Osterwold -- German culture manager
Wikipedia - Max Hollein -- Austrian art historian and business manager
Wikipedia - Max von Zedtwitz -- American technology manager
Wikipedia - M-CM-^Zna-Minh Caomhanach -- Irish travel writer, journalist, and social media manager.
Wikipedia - MediSys Health Network -- healthcare service provider and medical facility manager
Wikipedia - Melinda Ledbetter -- American talent manager
Wikipedia - Michael Chu (private equity investor) -- American private equity manager
Wikipedia - Michael L. Gernhardt -- NASA astronaut and manager of Environmental Physiology Laboratory
Wikipedia - Microsoft Access -- Database manager that is part of the Microsoft Office package
Wikipedia - Microsoft Endpoint Manager -- Cloud based computer software
Wikipedia - Microsoft Entourage -- Email client and personal information manager
Wikipedia - Midajah -- American personal trainer and professional wrestling manager
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Wikipedia - Mike Bassett: England Manager -- 2001 film by Steve Barron
Wikipedia - Minnie Marx -- Mother and manager of the Marx Brothers
Wikipedia - Miss Elizabeth -- American professional wrestling manager
Wikipedia - Moez Kassam -- Canadian alternative assets manager
Wikipedia - Motif Window Manager
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Wikipedia - Mustafa Mehrzad -- Afghan team manager
Wikipedia - Mutter (window manager)
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Wikipedia - Natixis Investment Managers -- French asset management company
Wikipedia - Nautilus (file manager)
Wikipedia - Neil Woodford -- British fund manager
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Wikipedia - Nick Majendie -- English cricketer and investment manager
Wikipedia - Nicolai Tangen -- Hedge fund manager (b. 1966)
Wikipedia - Nigel Martin-Smith -- British band manager
Wikipedia - Nigel Playfair -- 19th/20th-century English actor-manager
Wikipedia - Niklas Ekstedt -- Swedish chef and restaurant manager
Wikipedia - Nix package manager
Wikipedia - Noah Ludlow -- American actor and theatre manager
Wikipedia - Norma Izard -- English cricketer and manager
Wikipedia - Norm Derringer -- American softball player and manager
Wikipedia - Npm (software) -- JavaScript package manager
Wikipedia - NT LAN Manager -- Suite of Microsoft security protocols for authentication, integrity, and confidentiality
Wikipedia - NuGet -- .NET package manager
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Wikipedia - Olaf Koch -- German Manager
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Wikipedia - Oracle ZFS -- Proprietary file system and logical volume manager by Oracle
Wikipedia - Orbit Downloader -- download manager and malware application for Windows
Wikipedia - Orville O. Dull -- Director, Assistant Director, Producer and Production Manager
Wikipedia - Oscar Tschirky -- American hotel manager (1866-1950)
Wikipedia - Package manager -- Software tools for handling software packages
Wikipedia - Pacman (package manager)
Wikipedia - Partners Capital -- Financial services company specializing as Outside Investment Manager
Wikipedia - Password manager
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Wikipedia - Paul Bearer -- American professional wrestling manager
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Wikipedia - Paul McGuinness -- Irish businessman, music publisher and manager of U2
Wikipedia - Paul Moore (banking manager) -- British banker
Wikipedia - Perl package manager
Wikipedia - Personal information manager
Wikipedia - Pete Angelus -- American music artist manager
Wikipedia - Peter Asher -- English guitarist, singer, manager and record producer
Wikipedia - Peter Kurer -- Swiss manager and lawyer
Wikipedia - Peter McLaughlin -- Historian and education manager from Northern Iteland
Wikipedia - Peter Palitzsch -- German theatre director and theatre manager
Wikipedia - Phil Coturri -- American viticulturalist vineyard manager
Wikipedia - Phil Harvey (manager) -- Music manager
Wikipedia - Philip May -- British investment manager and the husband of politician Theresa May
Wikipedia - Philippe Bruggisser -- Swiss manager in the airline industry
Wikipedia - Pierre Lacroix (ice hockey, born 1948) -- Canadian ice hockey manager
Wikipedia - Pip (package manager) -- Package management system for Python
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Wikipedia - RenM-CM-) Maric -- Austrian manager
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Wikipedia - Ridha Charfeddine -- Tunisian politician and sportsmanager
Wikipedia - Roberto Amadio -- Italian cyclist and sports manager
Wikipedia - Robert Wilks -- 17th/18th-century English actor and theatre manager
Wikipedia - Rock Scully -- Music manager
Wikipedia - Roger Lau -- American political campaign manager
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Wikipedia - Ronald Adam (actor) -- British RAF officer, actor and theatre manager
Wikipedia - Ronan Curran -- Irish hurling manager and former hurler
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Wikipedia - Rory Dames -- American soccer manager
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Wikipedia - RPM Package Manager
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Wikipedia - Ruslan Codreanu -- Moldovan politician and manager
Wikipedia - Sabine Breitwieser -- Austrian curator and art manager
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Wikipedia - Satoru Okada -- Former general manager of Nintendo Research & Engineering
Wikipedia - Sawfish (window manager)
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Jose Mourinho ::: Born: January 26, 1963; Occupation: Football team manager;
Arsene Wenger ::: Born: October 22, 1949; Occupation: Football team manager;
Louis Bacon ::: Born: July 25, 1953; Occupation: Manager;
Franz Beckenbauer ::: Born: September 11, 1945; Occupation: Football manager;
Roy Keane ::: Born: August 10, 1971; Occupation: Football manager;
Steven A. Cohen ::: Born: June 11, 1956; Occupation: Manager;
Ruud Gullit ::: Born: September 1, 1962; Occupation: Football manager;
Frank Robinson ::: Born: August 31, 1935; Occupation: Baseball Manager;
James Chanos ::: Born: 1958; Occupation: Manager;
Ray Wilkins ::: Born: September 14, 1956; Occupation: Football manager;
Mick McCarthy ::: Born: February 7, 1959; Occupation: Football manager;
Steve McClaren ::: Born: May 3, 1961; Occupation: Football manager;
Stuart Pearce ::: Born: April 24, 1962; Occupation: Football manager;
Gerard Houllier ::: Born: September 3, 1947; Occupation: Football manager;
Tony Adams ::: Born: October 10, 1966; Occupation: Football manager;
Ian Holloway ::: Born: March 12, 1963; Occupation: Football manager;
Graham Taylor ::: Born: September 15, 1944; Died: January 12, 2017; Occupation: Football manager;
Brendan Rodgers ::: Born: January 26, 1973; Occupation: Football manager;
David O'Leary ::: Born: May 2, 1958; Occupation: Football manager;
Rafael Benitez ::: Born: April 16, 1960; Occupation: Football manager;
Martin Jol ::: Born: January 16, 1956; Occupation: Football manager;
Sam Allardyce ::: Born: October 19, 1954; Occupation: Football manager;
Martin O'Neill ::: Born: March 1, 1952; Occupation: Football manager;
Guus Hiddink ::: Born: November 8, 1946; Occupation: Football manager;
Roberto Mancini ::: Born: November 27, 1964; Occupation: Football manager;
Iain Dowie ::: Born: January 9, 1965; Occupation: Football manager;
Chris Coleman ::: Born: June 10, 1970; Occupation: Football manager;
Tony Pulis ::: Born: January 16, 1958; Occupation: Football manager;
Harry Redknapp ::: Born: March 2, 1947; Occupation: Football manager;
Steve Bruce ::: Born: December 31, 1960; Occupation: Football manager;
Paul Ince ::: Born: October 21, 1967; Occupation: Football manager;
Alan Pardew ::: Born: July 18, 1961; Occupation: Manager;
Louis Walsh ::: Born: August 5, 1952; Occupation: Talent manager;
David Moyes ::: Born: April 25, 1963; Occupation: Football manager;
Julie Larson-Green ::: Born: 1962; Occupation: Manager;
John Paulson ::: Born: December 14, 1955; Occupation: Manager;
Frank Rijkaard ::: Born: September 30, 1962; Occupation: Football manager;
Jupp Heynckes ::: Born: May 9, 1945; Occupation: Football manager;
David Tepper ::: Born: September 11, 1957; Occupation: Manager;
Jurgen Klopp ::: Born: June 16, 1967; Occupation: Football manager;
Ronnie Moran ::: Born: February 28, 1934; Died: March 22, 2017; Occupation: Football team manager;
Leo Durocher ::: Born: July 27, 1905; Died: October 7, 1991; Occupation: Baseball Manager;
Joe Jackson ::: Born: July 26, 1928; Occupation: Talent manager;
Reed Hundt ::: Born: March 3, 1948; Occupation: Manager;
Ole Gunnar Solskjaer ::: Born: February 26, 1973; Occupation: Football manager;
Louis van Gaal ::: Born: August 8, 1951; Occupation: Football manager;
Luiz Felipe Scolari ::: Born: November 9, 1948; Occupation: Football manager;
Fabio Capello ::: Born: June 18, 1946; Occupation: Football team manager;
Carlo Ancelotti ::: Born: June 10, 1959; Occupation: Football manager;
Bill Gross ::: Born: April 13, 1944; Occupation: Financial manager;
David Einhorn ::: Born: November 20, 1968; Occupation: Hedge fund manager;
Julian Robertson ::: Born: June 25, 1932; Occupation: Manager;
Manuel Pellegrini ::: Born: September 16, 1953; Occupation: Football manager;
Sharon Lechter ::: Born: January 12, 1954; Occupation: Manager;
Neil Warnock ::: Born: December 1, 1948; Occupation: Football manager;
Chanda Kochhar ::: Born: November 17, 1961; Occupation: Manager;
Alex Ferguson ::: Born: December 31, 1941; Occupation: Manager;
Joel Greenblatt ::: Born: December 13, 1957; Occupation: Manager;
Michael Steinhardt ::: Born: December 7, 1940; Occupation: Manager;
Scooter Braun ::: Born: June 18, 1981; Occupation: Talent manager;
Tim Sherwood ::: Born: February 6, 1969; Occupation: Football manager;
Andre Villas-Boas ::: Born: October 17, 1977; Occupation: Football manager;
Marco van Basten ::: Born: October 31, 1964; Occupation: Football manager;
Theo Epstein ::: Born: December 29, 1973; Occupation: Manager;
Bill Ackman ::: Born: May 11, 1966; Occupation: Hedge fund manager;
Giovanni Trapattoni ::: Born: March 17, 1939; Occupation: Football manager;
Irving Azoff ::: Born: December 12, 1947; Occupation: Manager;
Paul Lambert ::: Born: August 7, 1969; Occupation: Football manager;
Gary Hamel ::: Born: January 1, 1954; Occupation: Manager;
Bobby Heenan ::: Born: November 1, 1944; Occupation: Professional Wrestling Manager;
Paul Jewell ::: Born: September 28, 1964; Occupation: Football manager;
Claudio Ranieri ::: Born: October 20, 1951; Occupation: Football manager;
Kenneth C. Griffin ::: Born: October 15, 1968; Occupation: Manager;
Billy Davies ::: Born: May 31, 1964; Occupation: Football manager;
Terry Francona ::: Born: April 22, 1959; Occupation: Baseball Manager;
Carlos Queiroz ::: Born: March 1, 1953; Occupation: Football manager;
Gianluca Vialli ::: Born: July 9, 1964; Occupation: Football manager;
Marcello Lippi ::: Born: April 12, 1948; Occupation: Football manager;
Laurent Blanc ::: Born: November 19, 1965; Occupation: Football manager;
Shep Gordon ::: Born: 1946; Occupation: Talent manager;
Daniel S. Loeb ::: Born: December 18, 1961; Occupation: Manager;
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https://sunmanagers.wikia.com/
Integral World - The Managers We Deserve: A Wake Up Call, Helen Davis
Integral World - Applying the AQAL Model to Choosing, Training and Appraising Organisational Managers, Helen Davis
wiki.auroville - Cardinal_Systems_Manager_Bene_Trovato
Psychology Wiki - Managerial_Grid_Model
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Punky Brewster (1984 - 1988) - An abandoned waif and her dog are taken in by a cranky apartment manager who becomes her guardian in this family-friendly sitcom. This was a pet project of sorts for NBC programming head Brandon Tartikoff, who had a crush on a girl named Punky when he was young. (The dog on the show was named Brando...
Catwalk (1992 - 1993) - This show was abouta bunch of twenty something musicians and their lives. There was Johnny, Daisy (played by Neve Campbell), Jesse (played by Paul Popowich), Mary,Atlas, Sierra and Billy. Billy wasn't actually a member of the band but he was a night club owber who later became their manager and star...
'Allo 'Allo! (1982 - 1992) - Ren Artois is the owner and manager of a caf in German-occupied France of World War II. Ren's cafe is the focal point for the show, frequented by both the German military and the French resistance. Ren's a bit of a coward and is stuck in the middle trying to humor both sides. Hidden in the cafe...
Midnight Caller (1988 - 1991) - "Jack Killian is an ex-cop in San Francisco. He quit the police force after accidentally shooting his partner. He was approached by Devon King, the manager of a local radio station, and accepted a job as a talk-back host. Ever the humanitarian, Jack (together with his side-kick Billy Po) often gets...
The Brittas Empire (1991 - 1997) - British sitcom starring Chris Barrie as a jobsworth Lesuire Centre Manager. Disaster strikes in every episode as Gordon Brittas' ruthless following of the company rules leads to death and destruction. Eventually Brittas is killed saving the life of a baby, only to be bizarrely brought back to life...
The John Larroquette Show (1993 - 1996) - Short-lived television sitcom about a recovering alcoholic who becomes the manager of a bus station in St. Louis, Missouri.
Blend S (2017 - Current) - A 12-episode anime television series adaptation by A-1 Pictures aired from October to December 2017.High school girl Maika Sakuranomiya has trouble finding a part-time job because of how scary she looks when smiling. However, she is scouted one day by an Italian man who is also the manager of Stile,...
Monster Farm (1998 - 1999) - The series was about a young man from the city named Jack Haylee and the farm he inherits from his great Uncle Harloff. What he finds when he arrives is a bizarre collection of farm animals. Together, this unlikely managerie must work to help their new owner save their home from the curiosity-seeker...
Check It Out (1985 - 1988) - A sitcom starring Don Adams as the stressed out manager of a grocery store.
Dweebs (1995 - 1995) - This comedy was about an office manager that works for a giant computer software company who teaches her reclusive boss and his nerdy employees how to communicate better. The show was aired friday @ 8:00PM on CBS
San Francisco International Airport (1970 - 1971) - Jim Conrad is manager of the busy airport of San Francisco where problems arise daily. Bob Hatten is his troubleshooting maintenance chief and June his efficient plus dependable secretary.
Krush Groove(1985) - Russell (Blair Underwood), a manager of struggling rap artists, borrows money from villain Jay in order to make ends meet. But after his clients become successful, Russell can't pay back the loan -- much to Jay's consternation. A groovy musical about a struggling record company in a large city, this...
Muppets Most Wanted(2014) - Directly after the previous film, the Muppets find themselves at a loss as to what to do until a man named Dominic Badguy, claiming his last name is pronounced "badjee" in French, suggests the Muppets go on a European tour with him as their tour manager. Unbeknownst to the Muppets, criminal mastermi...
Mr. Nanny(1993) - A friend persuades the former wrestling star Sean to do a job as bodyguard for the two kids of top manager Frank Mason - someone is threatening him to get the plans for a secret micro chip. But when Sean arrives at his house it turns out that he'll not only have to bodyguard the spoiled brats, but a...
Radioland Murders(1994) - A blend of screwball farce and whodunit murder mystery, this madcap period piece was the brainchild of executive producer George Lucas. In 1939, Penny Henderson (Mary Stuart Masterson) is the harried general secretary and de facto manager of a new fourth radio network, WBN. On the night that the Chi...
Pure Country(1992) - Goerge Stait's only movie, but not because he couldn't act. Goerge plays Dusty Chandler, a famouse country singer who's life and shows are getting too big for him. One day he walks off the stage after a fight with his manager (Lesley Ann Warren) and winds up going back to his hometown. After gett...
Dunston Checks In(1996) - Hotel manager Robert Grant is forced by his boss to postpone his family vacation when a hotel critic checks in. Trouble is, the critic is really a villainous jewel thief with an orangutan assistant named Dunston. When Dunston gets loose and tries to escape a life of crime -- aided by Robert's sons -...
Oh, God!(1977) - God appears as a kindly old man to Jerry Landers, an assistant supermarket manager. After some mixups in trying to set up an "interview," He tells Jerry that he has been selected to be His messenger to the modern world, much like a contemporary Moses. A bit timidly at first, Landers dutifully tells...
Drive In Massacre(1977) - A drive-in theater is being terrorized by serial killer who decapitates his victims with sword. Two cops try to find the killer by interrogating the manager and the suspicious assistant. The cops then go undercover to catch the murderous culprit.
Holiday On The Buses(1973) - Due to a female passenger falling out of her top whilst running for the bus Stan is distracted and crashes the bus resulting in the depot managers car being written off. As a result Stan, Jack and Blakey are fired. Stan and Jack soon get new jobs as a bus crew at a Pontins holiday resort but discove...
Wild Texas Wind(1991) - Dolly Parton stars as Thiola "Big T" Rayfield, a singer who's caught in an abusive relationship with her boyfriend/manager (Gary Busey), which ends in murder.
The Great White Hype(1996) - Boxing is more than just a sport it's also a business and a con game in this satirical comedy. Rev. Fred Sultan (Samuel L. Jackson) is a shrewd boxing promoter and manager whose meal ticket is heavyweight champion James "The Grim Reaper" Roper (Damon Wayans), a fighter whose skill and confidence...
Paternity(1981) - Meet Buddy Evans. He's a confirmed bachelor, the event's manager at Madison Square Garden in New York City, and loves his life as well as children. But the more he finds himself around kids, along with the fact he just turned 44, he finds himself wanting a son of his own...someone to remind the wo...
All The Marbles(1981) - A wrestling manager tries to lead his female tag team"The California Dolls"to championship success.Starring Peter Falk,Vicki Fredrick,and Laurene Landon.
The Rose(1979) - In this authentic, entertaining, and tragic film, Bette Midler plays Rose, a talented but exhausted, alcoholic rock star whose entire life is controlled by her cutthroat manager, Rudge (Alan Bates). Taking a bleak look at the downside of the music industry, THE ROSE chronicles the precipitous fall o...
Angels in the Outfield(1951) - Angels help an abrasive baseball manager(Paul Douglas),and his losing team,to start winning games.
The Stud(1978) - Fontaine Khaled is the wife of a wealthy but boring businessman. She spends his money on her nightclub, the hobo, and partying. She hires a manager, Tony, to run her club, but it is understood that his job security is dependent on him satisfying her nymphomaniac demands. Tony loses interest in Fonta...
Godzilla(2014) - The king of all monsters returns in this Warner Bros./Legendary Pictures production helmed by Gareth Edwards. As the story opens in Japan, we find dedicated nuclear power-plant manager Joe Brody so caught up in his work that he forgets it's his birthday. Sending his young son Ford off to school befo...
The Comrades Of Summer(1992) - To teach a team of Russian wanna-be baseball players the finer points of the all-American game is no easy task, but for a grudgingly resentful, recently fired baseball manager from the States, the task is formidable. In fact, there are many times when he considers chucking the whole thing and going...
The Great Rock 'n' Roll Swindle(1980) - A rather incoherent post-breakup Sex Pistols "documentary", told from the point of view of Pistols manager Malcolm McLaren, whose (arguable) position is that the Sex Pistols in particular and punk rock in general were an elaborate scam perpetrated by him in order to make "a million pounds." Silly an...
The Prize Fighter(1979) - A former boxer(Tim Conway)and his manager(Don Knotts) become pawns in a gangster's scheme to acquire ownership of an old boxing gym.
The Big Broadcast of 1937(1936) - A radio-station manager (Jack Benny) airs a husband-and-wife act (George Burns, Gracie Allen), and the orchestras of Benny Goodman and Leopold Stokowski.
The Big Broadcast of 1936(1935) - George (George Burns) and Gracie (Gracie Allen) rescue a station manager (Jack Oakie) from a countess.
Viva Las Vegas(1964) - Lucky Jackson arrives in town with his car literally in tow ready for the first Las Vegas Grand Prix - once he has the money to buy an engine. He gets the cash easily enough but mislays it when the pretty swimming pool manageress takes his mind off things. It seems he will lose both race and girl, p...
Terror In The Wax Museum(1973) - This is a rehash of old movies, starring the sculptor and manager of a mysterious wax museum. You can see the wax figures breathing.
The SpongeBob SquarePants Movie(2004) - Based on Nickelodon's hit animated series. SpongeBob doesn't get a job as the manager of the new Krusty Krab 2 despite his wishes leaving him dissapointed. Meanwhile, infuriated by Mr. Krabs' success, Plankton unleashes his most diabolical plan yet and frames Mr. Krabs for stealing King Neptune's cr...
Christmas in Connecticut(1992) - Elizabeth is the star of a successful cooking show and author of several cookbooks. But when her manager, Alexander sees forest ranger Jefferson, who lost his cabin in a fire, comment on TV about wishing he could get a home-cooked Christmas dinner, he arranges for a special live show on Christmas, f...
Hotel Rwanda(2004) - The true story of Paul Rusesabagina, a hotel manager who housed over a thousand Tutsi refugees during their struggle against the Hutu militia in Rwanda.
We Own The Night(2007) - A New York nightclub manager tries to save his brother and father from Russian mafia hit men.
Compliance(2012) - Sandra, the manager of a fast-food restaurant is having a bad day and to top it off, a man claiming to be a police officer calls to complain of a crime against one of her young female employees claiming she stole money from another customer. Taking orders from the authoritive voice over the phone, S...
Imagine That(2009) - Evan Danielson is a very successful stockbroker, who had been working at the same securities firm for eight years as their top account manager, that is until Johnny Whitefeather was hired as his rival. Whitefeather seems to have the whole company under some spell as he spiels his nonsensical idioms...
Brilliant Lies(1996) - An administrative tribunal must decide who is telling the truth and also who is lying when an erstwhile secretary accuses her manager of sexual harassment and files for $40,000, which he denies.
Clearcut(1991) - When a lawyer loses an appeal to stop a logging company from clear-cutting Native American land, Arthur, an Indian militant drags him and the kidnapped logging mill manager into the forest. The lawyer's empty talk about how the company's greed should be punished is put into brutal action by Arthur,...
Owning Mahowny(2003) - A bank manager with: (a) a gambling problem and (b) access to a multimillion dollar account gets into a messy situation. Based on the story of the largest one-man bank fraud in Canadian history.
Paris 36(2008) - A man is charged with murder. He is Pigoil, the aging stage manager at Chansonia, a music hall in a Paris faubourg. His confession is a long flashback to New Year's Eve, 1935, when he discovers his wife is unfaithful and Galapiat, the local mobster, closes the music hall. Over the next few months, P...
https://myanimelist.net/anime/28179/Miss_Monochrome_The_Animation__Manager --
After the Wedding (2006) ::: 7.7/10 -- Efter brylluppet (original title) -- After the Wedding Poster -- A manager of an orphanage in India is sent to Copenhagen, Denmark, where he discovers a life-altering family secret. Director: Susanne Bier Writers:
After the Wedding (2019) ::: 6.3/10 -- PG-13 | 1h 52min | Drama | 1 November 2019 (UK) -- A manager of an orphanage in Kolkata travels to New York to meet a benefactor. Director: Bart Freundlich Writers: Bart Freundlich (screenplay), Susanne Bier (original screenplay) | 1
A Night at the Opera (1935) ::: 7.9/10 -- Passed | 1h 36min | Comedy, Music, Musical | 15 November 1935 (USA) -- A sly business manager and two wacky friends of two opera singers help them achieve success while humiliating their stuffy and snobbish enemies. Directors: Sam Wood, Edmund Goulding (uncredited) Writers:
Better Off Ted ::: TV-PG | 30min | Comedy, Sci-Fi | TV Series (20092010) -- In an amoral science-based company, a manager tries to keep control of his scientists while being pressured by his shrewd boss. Creator: Victor Fresco
Car Share ::: 30min | Comedy | TV Series (20152020) Assistant manager John Redmond and promotions rep Kayleigh Kitson are forced to commute together every day. But will they get along? Stars: Peter Kay, Sian Gibson, Danny Swarsbrick
Coffee Town (2013) ::: 6.6/10 -- Not Rated | 1h 27min | Comedy | 9 July 2013 (USA) -- A website manager enlists the help of his two friends in order to convince the owners of his favorite coffee shop -- which doubles as his office -- not to turn their business into a bar. Director: Brad Copeland Writer:
Dirty Mary Crazy Larry (1974) ::: 6.7/10 -- PG | 1h 33min | Action, Crime, Thriller | 17 May 1974 (USA) -- Down on their luck racers Larry and Deke steal from a supermarket manager to buy a car that will help them advance their racing chances. Their escape does not go as planned when Larry's one nightstand, Mary, tags along for the ride. Director: John Hough Writers:
Draft Day (2014) ::: 6.8/10 -- PG-13 | 1h 50min | Drama, Sport | 11 April 2014 (USA) -- At the NFL Draft, General Manager Sonny Weaver has the opportunity to rebuild his team when he trades for the number one pick. He must decide what he's willing to sacrifice on a life-changing day for a few hundred young men with NFL dreams. Director: Ivan Reitman Writers:
Empire Records (1995) ::: 6.7/10 -- PG-13 | 1h 30min | Comedy, Drama, Music | 20 October 1995 (USA) -- Twenty-four hours in the lives of the young employees at Empire Records when they all grow up and become young adults thanks to each other and the manager. They all face the store joining a chain store with strict rules. Director: Allan Moyle Writer:
George Lopez ::: TV-PG | 30min | Comedy, Drama | TV Series (20022007) -- Comedian George Lopez stars as a Los Angeles manufacturing plant manager attempting to deal with his wacky family along with other random mishaps. Creators:
Hotel Rwanda (2004) ::: 8.1/10 -- PG-13 | 2h 1min | Biography, Drama, History | 4 February 2005 (USA) -- Paul Rusesabagina, a hotel manager, houses over a thousand Tutsi refugees during their struggle against the Hutu militia in Rwanda, Africa. Director: Terry George Writers: Keir Pearson, Terry George Stars:
Kengan Ashura ::: TV-MA | 24min | Animation, Action | TV Series (2019 ) -- A timid old man is summoned by his chairman to become the manager of Tokita Ohma, a highly skilled gladiator who only cares about fighting and winning in the Kengan matches. Stars:
Locke (2013) ::: 7.1/10 -- R | 1h 25min | Drama | 18 April 2014 (UK) -- Ivan Locke, a dedicated family man and successful construction manager, receives a phone call on the eve of the biggest challenge of his career that sets in motion a series of events that threaten his carefully cultivated existence. Director: Steven Knight Writer:
Mike Bassett: England Manager (2001) ::: 6.9/10 -- Not Rated | 1h 29min | Comedy, Sport | 28 September 2001 (UK) -- After England's football (soccer) manager has a heart attack, Mike Bassett is hired as the new manager and promptly announces the team will win the World Cup. Director: Steve Barron Writers: Rob Sprackling, Johnny Smith (as John R. Smith) Stars:
Moneyball (2011) ::: 7.6/10 -- PG-13 | 2h 13min | Biography, Drama, Sport | 23 September 2011 (USA) -- Oakland A's general manager Billy Beane's successful attempt to assemble a baseball team on a lean budget by employing computer-generated analysis to acquire new players. Director: Bennett Miller Writers:
Oh, God! (1977) ::: 6.6/10 -- PG | 1h 38min | Comedy, Fantasy | 7 October 1977 (USA) -- When God appears to an assistant grocery manager as a good natured old man, the Almighty selects him as his messenger for the modern world. Director: Carl Reiner Writers: Larry Gelbart (screenplay), Avery Corman (based on the novel by)
Only Angels Have Wings (1939) ::: 7.7/10 -- Passed | 2h 1min | Adventure, Drama, Romance | 25 May 1939 (USA) -- At a remote South American trading port, the manager of an air freight company is forced to risk his pilots' lives in order to win an important contract. Director: Howard Hawks Writer:
Outsourced ::: TV-14 | 30min | Comedy | TV Series (20102011) -- A manager is sent to India to oversee a staff of customer service representatives. Creator: Robert Borden
Owning Mahowny (2003) ::: 7.1/10 -- R | 1h 44min | Crime, Drama, Thriller | 25 September 2003 (Argentina) -- A bank manager with: (a) a gambling problem and (b) access to a multimillion dollar account gets into a messy situation. Based on the story of the largest one-man bank fraud in Canadian history. Director: Richard Kwietniowski Writers:
Pat and Mike (1952) ::: 7.0/10 -- Not Rated | 1h 35min | Comedy, Romance, Sport | 13 June 1952 (USA) -- Pat is a women's sports sensation unless her fianc is around. Her new shady manager Mike keeps them apart and develops feelings for her. Director: George Cukor Writers: Ruth Gordon, Garson Kanin
Star 80 (1983) ::: 6.8/10 -- R | 1h 43min | Biography, Drama | 3 February 1984 (USA) -- A successful young model finds trouble when her obsessive manager-turned-husband becomes dangerously jealous. Director: Bob Fosse Writers: Teresa Carpenter (article), Bob Fosse
Support the Girls (2018) ::: 6.4/10 -- R | 1h 33min | Comedy, Drama | 24 August 2018 (USA) -- The general manager at a highway-side ''sports bar with curves" has her incurable optimism and faith, in her girls, her customers, and herself, tested over the course of a long, strange day. Director: Andrew Bujalski Writer:
Teddy Bear (1981) ::: 8.2/10 -- Mis (original title) -- Teddy Bear Poster The main character is the manager of a sport club, nicknamed "Teddy Bear" by his friends and acquaintances. One day he is detained at the border just as his sport team is off to a ... S Director: Stanislaw Bareja Writers: Stanislaw Bareja, Stanislaw Tym
That Thing You Do! (1996) ::: 6.9/10 -- PG | 1h 48min | Comedy, Drama, Music | 4 October 1996 (USA) -- A local Pennsylvania band scores a one hit wonder in 1964 and rides the star-making machinery as long as they can, with lots of help from its manager. Director: Tom Hanks Writer:
The Big Store (1941) ::: 6.7/10 -- Not Rated | 1h 23min | Comedy, Musical | 20 June 1941 (USA) -- A detective is hired to protect the life of a singer, who has recently inherited a department store, from the store's crooked manager. Director: Charles Reisner (as Charles Riesner) Writers: Sid Kuller (screen play), Hal Fimberg (screen play) | 2 more credits Stars:
The Office ::: TV-MA | 30min | Comedy, Drama | TV Series (20012003) -- The story of an office that faces closure when the company decides to downsize its branches. A documentary film crew follow staff and the manager David Brent as they continue their daily lives. Creators:
The Rose (1979) ::: 7.0/10 -- R | 2h 5min | Drama, Music, Romance | 7 November 1979 (USA) -- The tragic life of a self-destructive female rock star who struggles to deal with the constant pressures of her career and the demands of her ruthless business manager. Director: Mark Rydell Writers: Bill Kerby (screenplay by), Bo Goldman (screenplay by) | 1 more credit
The Set-Up (1949) ::: 7.9/10 -- Approved | 1h 13min | Crime, Film-Noir, Sport | 2 April 1949 (USA) -- Because aging boxer Bill Thompson always lost his past fights, his corrupt manager, without telling Thompson, takes bribes from a betting gangster, to ensure Thompson's pre-arranged dive-loss in the next match. Director: Robert Wise Writers: Art Cohn (screenplay), Joseph Moncure March (from the poem by)
The Town (2010) ::: 7.5/10 -- R | 2h 5min | Crime, Drama, Thriller | 17 September 2010 (USA) -- A longtime thief, planning his next job, tries to balance his feelings for a bank manager connected to an earlier heist, and a hell-bent F.B.I Agent looking to bring him and his crew down. Director: Ben Affleck Writers:
The Way Way Back (2013) ::: 7.4/10 -- PG-13 | 1h 43min | Comedy, Drama | 26 July 2013 (USA) -- Shy 14-year-old Duncan goes on summer vacation with his mother, her overbearing boyfriend, and her boyfriend's daughter. Having a rough time fitting in, Duncan finds an unexpected friend in Owen, manager of the Water Wizz water park. Directors: Nat Faxon, Jim Rash Writers:
UHF (1989) ::: 7.0/10 -- PG-13 | 1h 37min | Comedy, Sci-Fi | 21 July 1989 (USA) -- An unemployed visionary becomes the manager of a local television station. The station becomes a success, with all sorts of hilarious sight gags and wacky humor. Director: Jay Levey Writers:
We Own the Night (2007) ::: 6.8/10 -- R | 1h 57min | Action, Crime, Drama | 12 October 2007 (USA) -- A New York City nightclub manager tries to save his brother and father from Russian Mafia hitmen. Director: James Gray Writer: James Gray
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Amagi Brilliant Park -- -- Kyoto Animation -- 13 eps -- Light novel -- Comedy Drama Fantasy Magic -- Amagi Brilliant Park Amagi Brilliant Park -- Seiya Kanie, a smart and extremely narcissistic high school student, believes that the beautiful but reserved Isuzu Sento has invited him on a date at an amusement park called Amagi Brilliant Park. Much to his chagrin, not only is the location a run-down facility, the supposed date is merely a recruitment tour where Sento and Princess Latifa Fleuranza, the owner of the theme park, ask him to become the park's new manager. Their cause for desperation? As stipulated in a land-use contract, Amagi has less than three months to meet a quota of 500,000 guests, or the park will be closed for good and the land redeveloped by a greedy real-estate company. -- -- Seiya is won over by the revelation that Amagi is no ordinary amusement park; many of its employees are Maple Landers—mysterious magical beings who live in the human world and are nourished by the energy created by people having fun. Entrusted with the hopes and dreams of this far-off enchanted land, Seiya must now use his many skills to bring Amagi back on its feet, or watch it crumble before his eyes. -- -- -- Licensor: -- Sentai Filmworks -- 515,705 7.51
Ame-iro Cocoa: Rainy Color e Youkoso! -- -- EMT Squared -- 12 eps -- Digital manga -- Slice of Life Comedy -- Ame-iro Cocoa: Rainy Color e Youkoso! Ame-iro Cocoa: Rainy Color e Youkoso! -- Life at the Rainy Color café can never be described as boring. The arrival of the Koga brothers from England—Noel, always brimming with curiosity, and Nicola, somewhat shy and conservative—ensures that their sibling, café manager Shion, is kept on his toes. There's also another newcomer, cameraman/photographer Jun Arisawa, who holds a mysterious connection to café owner Koji Amami. Last but not least, there's a special photograph that incites all kinds of heartfelt and comedic reactions from the Rainy Color crew! -- -- (Source: YTV) -- -- Licensor: -- Funimation -- 9,494 4.80
Anime Tenchou -- -- Gainax -- 1 ep -- Other -- Action Parody -- Anime Tenchou Anime Tenchou -- This is the Animation Store Manager!! -- -- Anime Tenchou is a CM character for Animate, one of Japan's biggest retailer of anime, games, and manga. The character series was created by Shimamoto Kazuhiko for publicity purposes. Later adapted into a manga, a weekly radio drama and this OVA animated by GAINAX and directed by Anno Hideaki. -- -- Anizawa Meito is the blazing store manager. He is a fireball who loves animation merchandise at heart. He takes over the dying wish of the former store manager, though still alive, who was attacked by the rival store and becomes a “store manager” of newly opened animation goods specialty store, Animate. The scarlet, “store manager visor” is his trademark. -- -- (Source: AniDB) -- OVA - Aug 19, 2002 -- 9,501 6.04
Area no Kishi -- -- Shin-Ei Animation -- 37 eps -- Manga -- Comedy School Shounen Sports -- Area no Kishi Area no Kishi -- Kakeru and Suguru are brothers who both have a flaming passion for soccer. However, while Suguru becomes a rising star in the Japanese youth soccer system, Kakeru decides to take on a managerial role after struggling on the field. But due to a cruel twist of fate, Kakeru ends up reevaluating the role he has chosen. -- -- In hopes of one day being able to enter the World Cup by becoming a member of the national team, Kakeru trains harder than anyone else. He isn’t alone in this quest for glory, though. Kakeru's childhood friend, Nana, is a soccer prodigy of her own, with the wicked nickname “Little Witch”. She is a top-ranked player and is already playing for Nadeshiko Japan, the Japanese women’s national team. Nana's success gives Kakeru the extra push he needs to reach for his goals. -- -- Soccer and adolescent fervor combine for an epic, emotional ride. Check it out for yourself in Area no Kishi! -- 61,244 7.21
Back Street Girls: Gokudolls -- -- J.C.Staff -- 10 eps -- Manga -- Comedy Ecchi Seinen -- Back Street Girls: Gokudolls Back Street Girls: Gokudolls -- After failing their boss for the last time, yakuza members Kentarou, Ryou, and Kazuhiko are faced with one of two choices: have their organs harvested and sold or take a trip to Thailand for sex reassignment surgery and become pop idols. Now, after a year of excruciating training, the three thugs have been reborn as Airi, Chika, and Mari. Debuting as the amateur idol group The Goku Dolls, the three strive towards becoming top idols. -- -- However, despite the hours of feminizing brainwashing they were forced to endure, the three idols have managed to keep the yakuza spirit alive in their hearts. In order to fix this, their yakuza boss hires Mandarin Kinoshita, a legendary manager who has never had an idol group fail under his management. With their lives now on the line, the reluctant yakuza must work with their new manager to unleash their inner cuteness and become the successful idols that their tyrannical boss can truly be proud of. -- -- 100,526 6.93
Blend S -- -- A-1 Pictures -- 12 eps -- 4-koma manga -- Slice of Life Comedy -- Blend S Blend S -- Wishing to be independent, 16-year-old Maika Sakuranomiya is desperate to nail down a part-time job so that she can afford to study abroad. Unfortunately, her applications are constantly rejected due to the menacing look she unintentionally makes whenever she smiles, despite her otherwise cheerful disposition. -- -- After yet another failed interview, she chances upon Café Stile, a coffee shop where the servers interact with the customers while roleplaying distinctive characteristics. The Italian store manager, Dino, becomes infatuated with Maika's cuteness at first sight, and offers her a job as a waitress with a sadistic nature. Coupled with her inherent clumsiness, she successfully manages to serve a pair of masochistic customers in accordance with her new, ruthless persona. Alongside Kaho Hinata as the tsundere and Mafuyu Hoshikawa as the younger sister, Maika decides to make the most out of her unique quirk and cements her position in the cafe with merciless cruelty! -- -- -- Licensor: -- Aniplex of America -- 478,788 7.34
Cardfight!! Vanguard: Shinemon-hen -- -- OLM -- 31 eps -- Original -- Action Game Shounen -- Cardfight!! Vanguard: Shinemon-hen Cardfight!! Vanguard: Shinemon-hen -- This is the story of "Shinemon Nitta", the future manager of Card Capital. -- -- 10 years before the reunion of Aichi Sendou and Toshiki Kai, the card shop run by the Tokura family "Card Capital" was going out of business. Then came the attempt to take over the store by Esuka Hibino, the owner of a major card shop. -- -- In order to protect Card Capital, Shinemon Nitta stands up as the "Self-proclaimed Manager!" -- -- (Source: Cardfight!! Vanguard Wiki) -- TV - Aug 24, 2019 -- 2,599 6.54
Circlet Princess -- -- SILVER LINK. -- 12 eps -- Game -- Action School Sci-Fi Sports -- Circlet Princess Circlet Princess -- Virtual Reality and the arrival of Circlet Technology has changed people's lives. A new competitive electronic sport called Circlet Bout emerges, and schools duel to determine the strongest Circlet Bout Club and player. One day, Yuuka Sasaki gets mistaken for a challenger and battles against Chikage Fujimura, the best player in Japan, tying the intense fight despite her inexperience. These events lead to her passion for the sport, deciding to become a Circlet Bout player. -- -- Two years later, Yuuka moves to Tokyo and enrolls in Union School, a place where she can practice and pursue her dream of fighting Chikage again. After her arrival at the Union School, she discovers the club closed. Now her first goal is to help the athletic Miyuki Kasahara and club manager Ayumu Aizawa reopen Union's Circle Bout Club and return it to its former glory. -- -- 14,404 5.97
Corrector Yui -- -- Nippon Animation -- 52 eps -- Original -- Sci-Fi Adventure Comedy Magic -- Corrector Yui Corrector Yui -- Yui is an average schoolgirl who lives in a future where all computers are supported by a single global network known as COMNET. Yui is a computer-illiterate girl who after a computer-lab accident is approached by IR, a raccoon looking corrector computer program, which tells her she must save COMNET. She must stop the rogue A.I. (Artificial Intelligence) computer program known as Grosser and his hench-programs from taking over the world. Grosser was originally designed to be that manager of all of COMNET. At first she's very reluctant to play the heroine because of her complete lack of knowledge and ability with computers. To save COMNET she must find and gain the trust of the other seven wayward corrector programs. They must also find the creator or COMNET Professor Inukai, to help stop Grosser for good. -- -- (Source: ANN) -- -- Licensor: -- VIZ Media -- 12,488 6.82
Di Gi Charat -- -- Madhouse -- 16 eps -- Original -- Comedy Fantasy Sci-Fi -- Di Gi Charat Di Gi Charat -- Di Gi Charat is a series of shorts created as advertisements for "Digital Gamers", a store in Akihabara. The series follows Dejiko, princess of Di Gi Charat planet, and her companions, Puchiko and Gema, as well as Dejiko's rival, Rabi~en~Rose through daily ordeals they encounter while working at Gamers. -- Princess Di Gi Charat came from the planet Di Gi Charat given only a cat cap and an outfit to disguise herself. Unfortunately she came with no money, only her guardian Gema and friend Petite Charat. Luckily the three stumbled upon a manager of the store Gamers, who offered them a home if they worked at the store. However Di Gi Charat is a selfish young girl who wishes of becoming a star. -- -- (Source: ANN) -- -- Licensor: -- Sentai Filmworks, Synch-Point -- 17,886 6.73
Fuujin Monogatari -- -- Production I.G -- 13 eps -- Original -- Slice of Life Fantasy Supernatural School Drama -- Fuujin Monogatari Fuujin Monogatari -- Nao, an 8th grader, is one of the only two members of a Digital Camera Club, where she also serves as the manager. It's a mystery that she shoots nothing else but the skies and clouds. One day, she finds a cat on a rooftop where she usually shoots her camera. It's a cat that knows how to manipulate the flow of a wind. Shocked to find a strange animal, Nao loses her footing and falls off from the rooftop! -- -- Miki is the other member of the club, and also Nao's best friend. Mr. Taiki is the teacher who's taught the cat how to manipulate the flow of a wind. Ryoko is a girl who has a huge crush on Mr. Taiki. And there's Jun, who helps Nao and Miki look for a cat that can fly. Then, there's Yukio, who is the widow of Mr. Taiki's deceased brother. -- -- On the outskirts of this big city, a town off the "Wind Handlers," has been formed—and a mysterious Wind Festival is about to begin... -- -- (Source: Production I.G) -- -- Licensor: -- Sentai Filmworks -- TV - Sep 11, 2004 -- 14,738 7.22
Giant Killing -- -- Studio Deen -- 26 eps -- Manga -- Sports Drama Seinen -- Giant Killing Giant Killing -- East Tokyo United (ETU) has been struggling in Japan's top soccer league for the past few years. It has taken everything they have just to avoid relegation. To make matters even worse, the team has lost five matches in a row, leading to abysmal team morale. Even the fans are beginning to abandon them, and rumors hint that the home ground municipality is going to withdraw their support. With countless coaches fired and poor financial choices in hiring players, it is a downward spiral for ETU. -- -- The board of directors, under pressure from general manager Kousei Gotou, takes a gamble and hires a new coach—the slightly eccentric Takeshi Tatsumi. Though considered a great soccer player when he was younger, Tatsumi abandoned ETU years ago. However, since then, he has proven himself successful as the manager of one of England's lower division amateur teams. -- -- Tatsumi's task won't be easy; ETU fans call him a traitor, and the team is pitted against others with larger budgets and better players. Yet even the underdog can take down a goliath, and Tatsumi claims he is an expert at giant killing. -- -- TV - Apr 4, 2010 -- 59,355 7.57
Houseki no Kuni -- -- Studio Hibari -- 1 ep -- Manga -- Fantasy Sci-Fi Seinen -- Houseki no Kuni Houseki no Kuni -- *Based on a manga of the same name by Ichikawa Haruko, serialised in Afternoon. -- -- In the distant future, a new life form called Houseki is born. The 28 Houseki must fight against the Tsukijin who want to attack them and turn them into decorations, thus each gem is assigned a role such as a fighter or a medic. Though she hopes to fight the moon people, Phos is a gem who is given no assignment until the gems' manager Kongo asks her to edit a natural history magazine. -- -- Note: A promotional video that was released through YouTube in commemoration of the publication of the manga's first volume. -- -- (Source: AniDB) -- ONA - Jul 19, 2013 -- 13,436 6.58
Interstella5555: The 5tory of The 5ecret 5tar 5ystem -- -- Toei Animation -- 1 ep -- Music -- Adventure Drama Music Sci-Fi -- Interstella5555: The 5tory of The 5ecret 5tar 5ystem Interstella5555: The 5tory of The 5ecret 5tar 5ystem -- This music video is the visual realization of "Discovery", an album by Daft Punk. It tells the story of a band of four extraterrestrial musicians who are kidnapped and brought back to Earth by an evil manager. Their only hopes lie with a space pilot from their home planet who, after receiving a distress call broadcasted during the abduction, seeks out to rescue them. -- Music - Dec 1, 2003 -- 59,669 8.14
Kamichu! -- -- Brain's Base -- 12 eps -- Original -- Comedy Drama Slice of Life Supernatural -- Kamichu! Kamichu! -- Yurie Hitotsubashi was just an average middle school student living in the city of Onomichi on Japan's inland sea in the easygoing times of the 1980s. She spent her days worrying about exams and trying to get Kenji, the clueless boy she likes, to notice her. Then during lunch one day she suddenly announces to her friend Mitsue that the night before she had become a goddess. Their classmate Matsuri quickly latches on to Yurie's newfound divinity as a way to promote her family's bankrupt Shinto shrine. She hopes that replacing their hapless local god, Yashima-sama, with Yurie will make the shrine more popular (and profitable). Now, with Matsuri as her manager, Yurie has to grant wishes, cure curses, meet aliens, and attend god conventions. All the while attending school and working-up the courage to confess to Kenji. -- -- The DVD/BD box set includes the Kamichu! Specials episodes. For a complete list of episodes and the order they're included in the box set, see the More Info tab. -- -- Licensor: -- Funimation, Geneon Entertainment USA -- TV - Jun 29, 2005 -- 51,494 7.39
Kamichu! -- -- Brain's Base -- 12 eps -- Original -- Comedy Drama Slice of Life Supernatural -- Kamichu! Kamichu! -- Yurie Hitotsubashi was just an average middle school student living in the city of Onomichi on Japan's inland sea in the easygoing times of the 1980s. She spent her days worrying about exams and trying to get Kenji, the clueless boy she likes, to notice her. Then during lunch one day she suddenly announces to her friend Mitsue that the night before she had become a goddess. Their classmate Matsuri quickly latches on to Yurie's newfound divinity as a way to promote her family's bankrupt Shinto shrine. She hopes that replacing their hapless local god, Yashima-sama, with Yurie will make the shrine more popular (and profitable). Now, with Matsuri as her manager, Yurie has to grant wishes, cure curses, meet aliens, and attend god conventions. All the while attending school and working-up the courage to confess to Kenji. -- -- The DVD/BD box set includes the Kamichu! Specials episodes. For a complete list of episodes and the order they're included in the box set, see the More Info tab. -- TV - Jun 29, 2005 -- 51,494 7.39
Kengan Ashura -- -- Larx Entertainment -- 12 eps -- Web manga -- Action Martial Arts -- Kengan Ashura Kengan Ashura -- Business deals are usually made through meetings and contracts; but in the world of Kengan Ashura, businesses resort to other means to make their decisions: by hiring gladiators. Yabako Sandrovich's Kengan Ashura depicts a world brimming with action, violence, and martial arts—one where powerful gladiators have fought in grand arenas since the Edo Period to settle the disputes of wealthy businesses and merchants. -- -- Ouma Tokita, who is nicknamed "The Ashura," is a fighter trying to prove himself as the strongest. Hideki Nogi, a member of the Nogi Group, hires Ouma to fight for him and makes Kazuo Yamashita, an average middle-aged man, his manager. The duo is thrown into fights facilitated by the Kengan Association. Their journey will be full of ruthless battles with other fighters aiming for the same goal. Do they have what it takes to be the best? -- -- -- Licensor: -- Ponycan USA -- ONA - Jul 31, 2019 -- 82,364 7.46
Koi wa Ameagari no You ni -- -- Wit Studio -- 12 eps -- Manga -- Slice of Life Drama Romance Seinen -- Koi wa Ameagari no You ni Koi wa Ameagari no You ni -- Akira Tachibana, a reserved high school student and former track runner, has not been able to race the same as she used to since she experienced a severe foot injury. And although she is regarded as attractive by her classmates, she is not interested in the boys around school. -- -- While working part-time at the Garden Cafe, Akira begins to develop feelings for the manager—a 45-year-old man named Masami Kondou—despite the large age gap. Kondou shows genuine concern and kindness toward the customers of his restaurant, which, while viewed by others as soft or weak, draws Akira to him. Spending time together at the restaurant, they grow closer, which only strengthens her feelings. Weighed down by these uncertain emotions, Akira finally resolves to confess, but what will be the result? -- -- 207,337 7.53
Koi wa Ameagari no You ni -- -- Wit Studio -- 12 eps -- Manga -- Slice of Life Drama Romance Seinen -- Koi wa Ameagari no You ni Koi wa Ameagari no You ni -- Akira Tachibana, a reserved high school student and former track runner, has not been able to race the same as she used to since she experienced a severe foot injury. And although she is regarded as attractive by her classmates, she is not interested in the boys around school. -- -- While working part-time at the Garden Cafe, Akira begins to develop feelings for the manager—a 45-year-old man named Masami Kondou—despite the large age gap. Kondou shows genuine concern and kindness toward the customers of his restaurant, which, while viewed by others as soft or weak, draws Akira to him. Spending time together at the restaurant, they grow closer, which only strengthens her feelings. Weighed down by these uncertain emotions, Akira finally resolves to confess, but what will be the result? -- -- -- Licensor: -- Sentai Filmworks -- 207,337 7.53
Kuroshitsuji Picture Drama -- -- A-1 Pictures -- 1 ep -- Manga -- Demons Supernatural -- Kuroshitsuji Picture Drama Kuroshitsuji Picture Drama -- It is almost Valentine's Day, and grim reaper Grell Sutcliff finally receives the opportunity to become the heroine of her very own harem battle. Whilst making chocolates for the demonic butler Sebastian Michaelis, Grell's preparations are interrupted by a whole host of handsome men smashing through the window. -- -- First to appear is fellow reaper William T. Spears, who brings nothing but harsh reprimands. Next, however, the man of the hour appears—Sebastian Michaelis. The room begins to fill up even more, with Grell's unconventional harem expanding to include a pair of Phantomhive servants; the English branch manager of a Chinese trading company, Lau; the promiscuous Viscount Druitt; the Queen's butler, Ash Landers; and even the royal master-servant pair, Prince Soma and Agni. And when The Undertaker appears as "The Valentine's Fairy," this chaotic gathering becomes a lot more romantic. -- -- Special - Jan 31, 2010 -- 19,464 7.12
Love Hina Again -- -- Xebec -- 3 eps -- Manga -- Comedy Drama Ecchi Romance Shounen -- Love Hina Again Love Hina Again -- Keitaro has finally passed the entrance exams, and is officially a Toudai student. But after breaking his leg in an accident in the entrance ceremony, he thought and re-evaluated himself. Having new goals, Keitaro follows Seta on an overseas archeology trip. During his absence, however, all was not well in Hinata Lodge. Urashima Kanako, Keitaro's sister, arrives on the scene. She claims to be the new manager of Hinata Lodge starts to go against all the tenants. Things become even more complicated when they recieve a letter from Keitaro. The tenants and Kanako made a big mess trying to get the letter, but Seta's car crashes in before anyone could read the letter... -- OVA - Jan 26, 2002 -- 77,769 7.24
Love Hina -- -- Xebec -- 24 eps -- Manga -- Comedy Ecchi Harem Romance Shounen Slice of Life -- Love Hina Love Hina -- Keitaro Urashima promised a girl when he was young that they would meet up again at Tokyo University in the future. Sadly, in the National Practice Exam, Keitaro ranked 27th from the bottom. Knowing his grandmother owned a hotel, Keitaro intended to stay there while continuing his studies for Tokyo U, only to find out the hotel had long been transformed into an all-girls dormitory. Through an odd twist of fate, Keitaro eventually became the manager of the dorm, beginning his life of living with five other girls. -- 229,462 7.13
Love Hina -- -- Xebec -- 24 eps -- Manga -- Comedy Ecchi Harem Romance Shounen Slice of Life -- Love Hina Love Hina -- Keitaro Urashima promised a girl when he was young that they would meet up again at Tokyo University in the future. Sadly, in the National Practice Exam, Keitaro ranked 27th from the bottom. Knowing his grandmother owned a hotel, Keitaro intended to stay there while continuing his studies for Tokyo U, only to find out the hotel had long been transformed into an all-girls dormitory. Through an odd twist of fate, Keitaro eventually became the manager of the dorm, beginning his life of living with five other girls. -- -- Licensor: -- Bandai Entertainment, Funimation -- 229,462 7.13
Maison Ikkoku -- -- Studio Deen -- 96 eps -- Manga -- Slice of Life Comedy Drama Romance Seinen -- Maison Ikkoku Maison Ikkoku -- In the town of Clock Hill, there is an old boarding house called Maison Ikkoku. While the residence itself is fairly normal, most of its occupants are not. Yuusaku Godai, its most quiet tenant, has finally reached his limit with his neighbors' constant disruptions and boisterous partying. Wanting a calmer place to call home so that he can study in peace, he prepares to move away. -- -- However, his plans to leave are suddenly interrupted when he meets the new boarding house manager, Kyoko Otonashi. Falling madly in love with her, he decides that the boarding house may not be such a bad place to live after all. Unfortunately for him, Kyoko has her own romantic troubles: she is a widow whose husband died six months into their marriage. And despite her blossoming feelings for Godai, Kyoko still cherishes her dearly departed husband, and she believes that no other man could possibly fill the void in her heart. But with Godai's persistence and some help of the other eccentric tenants, she may experience true love once again. -- -- -- Licensor: -- VIZ Media -- 52,561 8.19
Major S5 -- -- SynergySP -- 25 eps -- Manga -- Comedy Drama Romance Shounen Sports -- Major S5 Major S5 -- The Baseball World Cup is nearing, and Gorou Honda is eager to represent his country. However, one small problem stands in his way: the team roster has already been selected, and he is not a part of it. -- -- Nonetheless, Gorou remains adamant to join. He becomes a practice pitcher for the Japanese national team, hoping to demonstrate his incredible speed and skills to the team's manager. Fortunately, Gorou is given the chance to prove his worth: he must show an impressive performance in the upcoming practice match involving the veteran Japanese team and the young players who hope to replace them. -- -- The World Cup will bring together some of the strongest players from around the globe. It will also set the stage for Gorou's long-awaited showdown with his longtime rival, Joe Gibson. -- -- TV - Jan 10, 2009 -- 58,815 8.44
Mardock Scramble: The First Compression -- -- GoHands -- 1 ep -- Novel -- Action Sci-Fi Psychological -- Mardock Scramble: The First Compression Mardock Scramble: The First Compression -- Rune Balot is a down-and-out teen prostitute in Mardock City. One day, she's picked up by an ambitious casino manager named Shell who gives her everything she could want. Renewed by a false innocence, a false past, and now the false life Shell has given her, Balot feels grateful. However, she can't help but be curious about why he's done so much for her, so she does some research about his past on a computer. This turns out to be a mistake which will change her life greatly. When Shell finds out what she's done, he attempts to burn her to death by blowing up her car. -- -- Due to the high crime rate in Mardock, a new law called "Scramble 09" has given police carte blanche to take extreme and otherwise illegal measures to revive crime witnesses. With this in mind, they allow a professor to bring Balot back from the brink of death by reassembling her entire body with reinforced synthetic fiber. When she finally wakes up, her confused mental state eventually turns toward revenge as Shell is revealed as her killer. -- -- (Source: Nippon Cinema) -- -- Licensor: -- Sentai Filmworks -- Movie - Oct 8, 2010 -- 64,211 7.47
Moshidora -- -- Production I.G -- 10 eps -- Novel -- Drama Sports -- Moshidora Moshidora -- Minami joins her High School baseball team as a team manager after finding out that her best friend Yuuki is in the hospital and can't be a team manager any more. In order to try to fill in for Yuuki and to help out the team the best she can, she goes out to find a book on how to manage a baseball team. -- -- Unfortunately, she accidentally buys Peter Drucker's book called "Management: Tasks, Responsibilities, Practices" which is actually about how to properly manage a business. Because she couldn't return the book, she decides to read it anyway and to try to apply the business management concepts to the baseball team so that way they can go on and win the Nationals. -- 19,829 6.91
Ochikobore Fruit Tart -- -- feel. -- 12 eps -- 4-koma manga -- Music Slice of Life -- Ochikobore Fruit Tart Ochikobore Fruit Tart -- Fourth dormitory of the Rat Production (commonly known as Nezumi-sou)—the place where dropout idol girls live: the former child actor Sekino Roko, musician Nukui Hayu, and model Maehara Nina. Sakura Ino, who always dreamed of becoming an idol, moves in. At the same time, the decision is made to demolish the dormitory. Due to the project launched by the manager Kajino Hoho, "Ochikobore Fruit Tart," occupants of the dormitory form a new idol group called "Fruit Tart" and start their activities in order to repay a one hundred million yen debt. -- -- (Source: MU, edited) -- -- Licensor: -- Funimation -- 25,700 6.76
Osake wa Fuufu ni Natte kara -- -- Creators in Pack -- 13 eps -- Web manga -- Slice of Life Comedy Romance -- Osake wa Fuufu ni Natte kara Osake wa Fuufu ni Natte kara -- Chisato Mizusawa is a calm and collected assistant office manager who apparently dislikes drinking alcohol. But she actually likes it and has a secret side to her that emerges only when drunk: her cute persona, which she only reveals to her husband, the bartender Sora. Each day when Chisato comes home, Sora takes care of his beloved wife, providing her with a good meal and a fresh drink. These drinks include Plum Splet, Irish Coffee, Orange Breeze, and many more tasty concoctions that she eagerly gulps down. But as much as she likes alcohol, she loves her kindhearted husband more. Together, they share a life that is filled with happiness—and the more-than-occasional cocktail. -- -- 145,849 6.94
"Parade" de Satie -- -- Yamamura Animation, Inc. -- 1 ep -- Original -- Music Dementia -- "Parade" de Satie "Parade" de Satie -- A Parade for three managers and four performers. -- -- (Source: Yamamura Animation) -- Movie - May ??, 2016 -- 732 5.38
Perfect Blue -- -- Madhouse -- 1 ep -- Novel -- Dementia Drama Horror Psychological -- Perfect Blue Perfect Blue -- J-pop idol group CHAM! has spent the last two years entertaining its fans. Sadly, all good things must come to an end, and CHAM! must see one of its members, Mima Kirigoe, leave the group to pursue her acting career. While Mima's choice is met with a mixed response, she hopes her fans will continue to support her. -- -- However, Mima's life begins to change drastically after her departure from the group. Wanting to shed her pop-idol image, she takes on a role in a crime drama series, and her career as an actress gradually becomes more demanding and taxing for both Mima and her manager, Rumi Hidaka. To add to Mima's growing unease, an obsessed fan who is incapable of accepting that Mima has quit being an innocent idol, begins stalking her; a new anonymous website begins to impersonate her life with intricate detail; and CHAM! also appears to be doing better without her. One by one, each disturbing development drives Mima to become increasingly unhinged and unable to distinguish reality from fantasy. -- -- -- Licensor: -- GKIDS, Manga Entertainment -- Movie - Feb 28, 1998 -- 423,581 8.49
Pretty Rhythm: Rainbow Live -- -- Dongwoo A&E, Tatsunoko Production -- 51 eps -- Game -- Slice of Life Sports Music Shoujo -- Pretty Rhythm: Rainbow Live Pretty Rhythm: Rainbow Live -- Naru Ayase is an 8th grader who can see the colors of music when she listens to it. For Naru, who is extremely good at decorating, becoming the owner of a shop like Dear Crown was her dream. One day, she finds out that the manager of a newly-opened shop is recruiting middle school girls who can do Prism Dance, and immediately applies. Naru begins to Prism Dance at the audition, and an aura she's never experienced spreads out in front of her. At that moment, a mysterious girl named Rinne asks her if she can see "rainbow music." -- -- (Source: ANN) -- 10,286 7.52
Sakura-sou no Pet na Kanojo -- -- J.C.Staff -- 24 eps -- Light novel -- Slice of Life Comedy Drama Romance School -- Sakura-sou no Pet na Kanojo Sakura-sou no Pet na Kanojo -- When abandoned kittens and his good conscience force second year Sorata Kanda to move into Suimei High School’s infamous Sakura Hall, the satellite dorm and its eccentric, misfit residents turn his life upside down. The decidedly average Sorata finds it difficult to fit in with the bizarre collection of dorm residents like Misaki, an energetic animator; Jin, a playwright playboy; Ryuunosuke, a reclusive programmer; and Chihiro, the dorm manager, art teacher, and party girl. -- -- Sorata's friend Nanami, a second year student and aspiring voice actress, pushes him to find new owners for the many cats so that he can quickly move back into the regular dorms. However, his desire to escape Sakura Hall wavers when the pet-like and infantile second year Mashiro Shiina, a world-class artistic savant looking to become a mangaka, transfers in during the spring trimester and quickly latches onto him. -- -- Supported by each other's quirks, Sorata and Mashiro come out of their shells and trigger change in the lives of those around them. Based on the light novel series of the same name, Sakurasou no Pet na Kanojo explores the fine threads connecting talent, hard work, romance, and friendship with its ensemble cast. -- -- -- Licensor: -- Sentai Filmworks -- 965,451 8.17
Wake Up, Girls! -- -- Ordet, Tatsunoko Production -- 12 eps -- Original -- Drama Music -- Wake Up, Girls! Wake Up, Girls! -- On Christmas 2013, the band Wake Up, Girls plays their debut song to a small audience without much fanfare. After the concert, the group’s manager takes off with the money, leaving Green Leaves Entertainment on the verge of closure and the band without a future. -- -- Despite this tumultuous beginning, the girls get a second chance, thanks to a mysterious benefactor and a shady business proposal. From here it’s a rocky climb to the top, but it’s a climb the girls are ready to make. Wake Up, Girls! follows the internal and external struggles of being a small-time idol girl band, from finding and accepting gigs to competing in popularity against other pop bands. -- -- Through the band, the girls come to accept their pasts and become more certain about their futures. Faced with increasing stakes and popularity, each of the band’s seven members must find the strength and courage inside herself to give her all to the band. -- -- Licensor: -- Sentai Filmworks -- 47,169 6.98
Working!! -- -- A-1 Pictures -- 13 eps -- 4-koma manga -- Comedy Romance Seinen Slice of Life -- Working!! Working!! -- Due to his love for small, cute things, Souta Takanashi cannot turn childlike Popura Taneshima down when she recruits him to work for Wagnaria, a family restaurant located in Hokkaido. Takanashi takes particular joy in doting on the older Popura, which only fuels her complex over how young she looks. He also quickly learns he must stay on his toes once he meets the rest of his colleagues, including the katana-wielding floor chief Yachiyo Todoroki, the intimidating head chef Jun Satou, the dangerously well-informed and subtly sadistic sous chef Hiroomi Souma, the adamantly lazy manager Kyouko Shirafuji, and the waitress Mahiru Inami who has a "painful" fear of men. -- -- Powered by an eccentric cast, Working!! is a unique workplace comedy that follows the never-dull happenings within the walls of Wagnaria as Takanashi and his co-workers' quirky personalities combine to create non-stop antics, shenanigans, and hilarity. -- -- -- Licensor: -- NIS America, Inc. -- TV - Apr 4, 2010 -- 365,992 7.69
Zombieland Saga -- -- MAPPA -- 12 eps -- Original -- Comedy Music Supernatural -- Zombieland Saga Zombieland Saga -- Sakura Minamoto dreams of becoming an idol. Unfortunately, reality hits her like a truck, and she dies in a sudden traffic accident. Ten years later, she wakes up in Saga Prefecture, only to find herself a zombie with no memory of her past. While still coming to terms with her demise, she meets a man named Koutarou Tatsumi, who explains that he has resurrected her and six other zombie girls from different eras for the purpose of economically revitalizing Saga by means of an idol group. Assuming the role of an abrasive manager, Koutarou begins scheduling events; the girls go along with it, eventually deciding to name their idol group Franchouchou. -- -- An absurdly comedic take on the idol genre, Zombieland Saga tells the story of Franchouchou's heartwarming struggle to save Saga Prefecture while hiding their zombie identities and rediscovering their past lives. -- -- 343,170 7.52
Zombieland Saga -- -- MAPPA -- 12 eps -- Original -- Comedy Music Supernatural -- Zombieland Saga Zombieland Saga -- Sakura Minamoto dreams of becoming an idol. Unfortunately, reality hits her like a truck, and she dies in a sudden traffic accident. Ten years later, she wakes up in Saga Prefecture, only to find herself a zombie with no memory of her past. While still coming to terms with her demise, she meets a man named Koutarou Tatsumi, who explains that he has resurrected her and six other zombie girls from different eras for the purpose of economically revitalizing Saga by means of an idol group. Assuming the role of an abrasive manager, Koutarou begins scheduling events; the girls go along with it, eventually deciding to name their idol group Franchouchou. -- -- An absurdly comedic take on the idol genre, Zombieland Saga tells the story of Franchouchou's heartwarming struggle to save Saga Prefecture while hiding their zombie identities and rediscovering their past lives. -- -- -- Licensor: -- Funimation -- 343,170 7.52
https://wiki.archlinux.org/index.php/Category:Display_managers
https://wiki.archlinux.org/index.php/Category:File_managers
https://wiki.archlinux.org/index.php/Category:Network_managers
https://wiki.archlinux.org/index.php/Category:Package_manager
https://wiki.archlinux.org/index.php/Category:Package_managers
https://wiki.archlinux.org/index.php/Category:Password_managers
https://wiki.archlinux.org/index.php/Category:Window_managers
https://wiki.archlinux.org/index.php/Clipboard#Managers
https://wiki.archlinux.org/index.php/Comparison_of_tiling_window_managers
https://wiki.archlinux.org/index.php/Display_manager
https://wiki.archlinux.org/index.php/Display_manager#Autostarting
https://wiki.archlinux.org/index.php/Display_manager#Console
https://wiki.archlinux.org/index.php/Display_manager#Graphical
https://wiki.archlinux.org/index.php/Display_manager#List_of_display_managers
https://wiki.archlinux.org/index.php/Display_manager#Loading_the_display_manager
https://wiki.archlinux.org/index.php/Display_manager#Login_daemons
https://wiki.archlinux.org/index.php/Display_manager#Run_~/.xinitrc_as_a_session
https://wiki.archlinux.org/index.php/Display_manager#Session_configuration
https://wiki.archlinux.org/index.php/Display_manager#Set_language_for_user_session
https://wiki.archlinux.org/index.php/Display_manager#Starting_applications_without_a_window_manager
https://wiki.archlinux.org/index.php/Display_manager#Tips_and_tricks
https://wiki.archlinux.org/index.php/Display_manager#Using_systemd-logind
https://wiki.archlinux.org/index.php/File_manager
https://wiki.archlinux.org/index.php/File_manager_functionality
https://wiki.archlinux.org/index.php/Frequently_asked_questions#Which_desktop_environment_or_window_manager_should_I_use?
https://wiki.archlinux.org/index.php/General_recommendations#Display_manager
https://wiki.archlinux.org/index.php/General_recommendations#Window_managers
https://wiki.archlinux.org/index.php/List_of_applications#Archive_managers
https://wiki.archlinux.org/index.php/List_of_applications#Bibliographic_reference_managers
https://wiki.archlinux.org/index.php/List_of_applications#Clipboard_managers
https://wiki.archlinux.org/index.php/List_of_applications#Collection_managers
https://wiki.archlinux.org/index.php/List_of_applications#Composite_managers
https://wiki.archlinux.org/index.php/List_of_applications#Digital_camera_managers
https://wiki.archlinux.org/index.php/List_of_applications#Display_managers
https://wiki.archlinux.org/index.php/List_of_applications#Document_managers
https://wiki.archlinux.org/index.php/List_of_applications#Download_managers
https://wiki.archlinux.org/index.php/List_of_applications#File_managers
https://wiki.archlinux.org/index.php/List_of_applications/Internet#Download_managers
https://wiki.archlinux.org/index.php/List_of_applications#Keybinding_managers
https://wiki.archlinux.org/index.php/List_of_applications#Mobile_device_managers
https://wiki.archlinux.org/index.php/List_of_applications#Network_managers
https://wiki.archlinux.org/index.php/List_of_applications#Password_managers
https://wiki.archlinux.org/index.php/List_of_applications#Personal_information_managers
https://wiki.archlinux.org/index.php/List_of_applications#Repository_managers
https://wiki.archlinux.org/index.php/List_of_applications/Security#Password_managers
https://wiki.archlinux.org/index.php/List_of_applications#Task_managers
https://wiki.archlinux.org/index.php/List_of_applications/Utilities#File_managers
https://wiki.archlinux.org/index.php/List_of_applications#Window_managers
https://wiki.archlinux.org/index.php/MATLAB#Add-on_manager_does_not_start_in_R2020a
https://wiki.archlinux.org/index.php/MATLAB#Addon_manager_not_working
https://wiki.archlinux.org/index.php/ModemManager
https://wiki.archlinux.org/index.php/Network_configuration#Network_managers
https://wiki.archlinux.org/index.php/NetworkManager
https://wiki.archlinux.org/index.php/Persistent_block_device_naming#Boot_managers
https://wiki.archlinux.org/index.php/Special:Search?search=activity-log-manager
https://wiki.archlinux.org/index.php/Special:Search?search="networkmanager"
https://wiki.archlinux.org/index.php/Talk:Display_manager
https://wiki.archlinux.org/index.php/Window_manager
https://wiki.archlinux.org/index.php/Window_manager#List_of_window_managers
https://wiki.archlinux.org/index.php/Window_managers
https://wiki.archlinux.org/index.php/Xinitrc#Starting_applications_without_a_window_manager
https://wiki.archlinux.org/index.php/Xorg#List_of_composite_managers
https://commons.wikimedia.org/wiki/Category:Cultural_managers
https://commons.wikimedia.org/wiki/File:Knowledge_manager.JPG
Account manager
Actor-manager
Adam Shand (manager)
Adobe Type Manager
Affiliated Managers Group
Air Battle Manager
Alan Howard (hedge fund manager)
Alex Beard (arts manager)
American Society of Health Informatics Managers
Andreas Meyer (manager)
Andrew Hall (hedge fund manager)
Andrew Thompson (manager)
Andy Robinson (design manager)
Anonymous Raw General Manager
Appearance Manager
Application strings manager
Ardent Window Manager
Armstrong Investment Managers
Artemis (fund managers)
Arthur Collins (theatre manager)
Association of Medical Secretaries, Practice Managers, Administrators and Receptionists
Association of Scientific, Technical and Managerial Staffs
Association of Theatrical Press Agents & Managers
Automated bid managers
Awesome (window manager)
A. Wilson (Manager)?
Big Ron Manager
Bill Henderson (manager)
Bips Investment Managers
Bit Managers
BlackBerry Unified Endpoint Manager
Bobby Robson: More Than a Manager
Bootmanager
Brad Mills (manager)
Brian Lane (manager)
Builders and Managers of Freedom and Development
Building Owners and Managers Association
Business manager
CA Harvest Software Change Manager
Campaign manager
Canadian Investment Manager
Capital Dynamics (global asset manager)
Caretaker manager
Carlos Restrepo (manager)
Certified Business Manager
Certified Government Financial Manager
Certified Payment-Card Industry Security Manager
Certified Public Manager
Certified resident manager
Certified software manager
Chad Vader: Day Shift Manager
Charles Fleetwood (theatre manager)
Chartered Institute of Professional Financial Managers
Chartered Manager
Chris Murphy (manager)
City manager
Clifford Davis (music manager)
Clipboard manager
Club Managers' Association Australia
Cluster manager
Collection manager
Common Lisp Interface Manager
Communication Managers' Association
Communications manager
Community association manager
Community beat manager
Community manager
Comparison of download managers
Comparison of file managers
Comparison of iPod file managers
Comparison of X window managers
Component Manager
Compositing window manager
CompuServe Information Manager
Conda (package manager)
Confederation of Unions for Professional and Managerial Staff in Finland
Contact manager
Corpus manager
Councilmanager government
Council of Managers of National Antarctic Programs
CQS (Asset Manager)
Cultural manager
Cwm (window manager)
Dan David (money manager)
Dan Jennings (manager)
David Einhorn (hedge fund manager)
David McLaren (colonial manager)
Desktop Window Manager
Device Manager
Dialog manager
Diary of a Japanese Military Brothel Manager
Digital clock manager
Digital strategy manager
Direct Rendering Manager
Disk Manager
Dolphin (file manager)
Download manager
Draft:Adrian Clark (boxing manager)
Draft:Mark Gillespie (music manager)
Draft:Zsolt Fehr (manager)
Eastside Hockey Manager
Eastside Hockey Manager (video game)
Engineers' and Managers' Association
Environmental manager
Equipment manager
European Rail Infrastructure Managers
EventManager
Extended Window Manager Hints
F1 Manager (2000 video game)
Far Manager
Faulkner Act (councilmanager)
Federation of Archaeological Managers and Employers
Federation of Employees and Managers
FIFA Manager
File manager
File Manager (Windows)
Forefront Identity Manager
ForkLift (file manager)
Frede (cabaret manager)
Free Download Manager
Front Office Manager
Fsn (file manager)
Fuel Manager
Gaby Hoffmann (manager)
Game manager
Gary Jones (manager)
General manager
Gentoo (file manager)
Geoffrey Roberts (airline manager)
George Christie (opera manager)
George Frazier (manager)
George H. Clements (newspaper manager)
GNOME Archive Manager
GNOME Display Manager
Golf Club Managers' Association
Good Manager
Grand Prix Manager 2
Graphical Data Display Manager
Grid resource allocation manager
Harry Black (city manager)
Hermann Simon (manager)
Homebrew (package manager)
Hotel manager
HPE Systems Insight Manager
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John Farrell (manager)
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Joseph Volpe (opera manager)
KDE Display Manager
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List of 1. FC Nrnberg managers
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List of Aberdeen F.C. managers
List of abolished CONMEBOL tournaments winning managers (19882001)
List of Adelaide United FC managers
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LMA Manager
Location manager
Location Managers Guild Awards
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Logical Disk Manager
Logical Volume Manager (Linux)
Macintosh-Like Virtual Window Manager
Main street manager
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Managers' and Overlookers' Society
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Manager Tools Podcast
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Medical education manager
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Micro Focus Content Manager
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MindManager
Mitto Password Manager
MLB Front Office Manager
Motif Window Manager
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Music Managers Forum
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NetworkManager
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NHL Eastside Hockey Manager 2005
NHL Eastside Hockey Manager 2007
Nix package manager
Novell BorderManager
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O'Leary Manager 2000
Object Manager (Windows)
Office of the Program Manager, Saudi Arabian National Guard Modernization Program
Offshore installation manager
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Oracle Enterprise Manager Ops Center
Package manager
Password manager
Paul Rosenberg (music manager)
Paul Williams (health service manager)
PCMan File Manager
Pershing Project Manager's Office
Personal data manager
Personal information manager
PFA Scotland Manager of the Year
Phil Harvey (manager)
Philips Sports Manager of the Year
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Pit manager
Portfolio manager
Premier Manager
Premier Manager: Ninety Nine
Presentation Manager
Printing Machine Managers' Trade Society
Pro Cycling Manager
Producing Managers' Association
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Professional Risk Managers' International Association
Program Manager
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ProjectManager.com
Project Manager Force XXI Battle Command Brigade and Below
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Property manager
Purchasing Managers' Index
Raima Database Manager
Ranger (file manager)
Rapides Lumber Company Sawmill Manager's House
Reference Manager
Re-parenting window manager
Rick the Manager
Robert Copeland (theatre manager)
Roberto Hernndez (manager)
RPM Package Manager
RT Sports Manager of the Year Award
Ruth Mitchell (stage manager)
Ryan Lee (hedge fund manager)
Samuel Stephens (Colonial Manager)
Sawfish (window manager)
Security Account Manager
Security event manager
Segunda Divisin Manager of the Month
Service capability interaction manager
Service Control Manager
Session Manager Subsystem
Shoreline Managers
Simple Desktop Display Manager
Site manager
Slurm Workload Manager
Snap (package manager)
Society of Local Authority Chief Executives and Senior Managers
Solaris Volume Manager
Sound Manager
Sporting News Manager of the Year Award
Store manager
Studio floor manager
Studio manager
System Center Data Protection Manager
System Center Operations Manager
System Center Virtual Machine Manager
System manager
System Manager (HP LX)
Talent manager
Task manager
Task Manager (Windows)
Theater manager
The Manager and the Salesman
The Night Manager
The Night Manager (TV series)
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The One Minute Manager
The Psychologist-Manager Journal
Thomas Harris (theatre manager)
Tiling window manager
Tim Collins (manager)
Tivoli Service Automation Manager
Top International Managers in Engineering
Tour manager
Town Manager of Saugus, Massachusetts
Tracker (file manager)
Troy Carter (talent manager)
Ultimate Soccer Manager
Ultrix Window Manager
Unit production manager
User:MusikAnimal/userRightsManager
User:Nixeagle/WikiDiscussion Manager
Userscript manager
Vaudeville Managers Association
Veritas Volume Manager
Virtual Machine Manager
Walter Herbert (manager)
Walter Scott (investment manager)
William Giles (colonial manager)
William Morton (theatre manager)
Williamson's model of managerial discretion
Window manager
Windows Package Manager
WINGs Display Manager
X display manager
XDM (display manager)
X session manager
X window manager
Zmanda Recovery Manager
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