Management Trainee Quotes

Take the economist ad —“‘I never read the economist’—Management Trainee aged 42”—it’s a very boring proposition.

The trainees also discovered something else that is tremendously significant. They discovered that decisions and observations made alone in managed solitude have an uncanny way of being 100 percent right!

Yute walked past the old man, clapping him on the shoulder as he went, 'You don't think you had enough to read already, my friend?' Synoth managed a wry smile through his beard. 'It's always the books you don't have that call to you, you know that. Not the ones already on your shelf. They can wait.' It was Yute's turn to shake his head as he walked away. 'Even as a trainee, Synoth, even as a trainee. Always hungry for the next book before you finished the first page of the one before you.

Ambiguous tasks are a good place to observe how personality traits bubble to the surface. Although few of us are elite soldiers, we’ve all experienced the kind of psychological distress these trainees encounter on their training run: managing unclear expectations, struggling with self-motivation, and balancing the use of social support with private reflection. These issues are endemic not only to the workplace, but also to relationships, health, and every aspect of life in which we seek to thrive and succeed. Not surprisingly, the leading predictor of success in elite military training programs is the same quality that distinguishes those best equipped to resolve marital conflict, to achieve favorable deal terms in business negotiations, and to bestow the gifts of good parenting on their children: the ability to tolerate psychological discomfort.

Exciteur Consulting recruits three trainees for this one-year program every year, one of the most prestigious in the industry. Exciteur Consulting might not be a household name, but they’re everywhere. Advising a large medical company on advertising? Exciteur Consulting. Hired to oversee the strategic overhaul of a failing conglomerate? Exciteur Consulting. Come an alien invasion or the apocalypse, I have no doubt they’d be hired on the spot for their crisis management expertise.

The rule of the vital few says that the minority of things matter a great deal and the majority of things don’t matter a lot. The key is to focus on just a couple of crucial things and disregard the rest. Your task becomes manageable again, and you keep going with much less effort. When you apply this rule during the stage of conscious incompetence, you’ll reduce the risk of giving up. In the case of learning languages, it’s usually the ability to communicate with native speakers – basic sentences and phrases are much more important than proper grammar or getting the intonation right. In the case of building a business, it’s getting your first client, the next one, and the next one. Leave thinking about more complex business tasks for later. In fitness, you don’t have to learn more than a few basic movements (squat, deadlift, bench press, overhead press, chin-up). All the other exercises aren’t necessary for most trainees. Deconstruct each of your goals in a similar way and don’t let the complexity deter you from making progress.

Much like GM and GE, Kodak had a fair employment policy in place by the 1960s and had laid out is own Plan for Progress, which included a commitment to “hold discussions with the employment interviewers in the various division to remind them: that “such things as race, creed, color, or national origin” are neither to “help nor hinder in getting a job at Kodak.” Yet for blacks trying to work and move up at the company, these assurances didn’t mesh with their own experiences. Some of this was a consequence of blacks being poorly educated, especially those who had relocated to Rochester from the rural South. In the company’s eyes, the simply weren’t qualified. “We don’t grow many peanuts in Eastman Kodak,” Monroe Dill, Kodak’s industrial relations director said in 1963, adding that the company would start to recruit more from all-black colleges so as to not keep “discriminating by omission.” But there was also plenty of discrimination by commission, as individual Kodak managers used their discretion to hire whomever they liked and cast off whomever they didn’t. “They would say it blatant, like, 'We don't have any colored jobs,"" recalled Clarence Ingram, who served as general manager of the Rochester Business Opportunities Corporation, an entity formed after the '64 riots to support minority businesses. "They would tell you that." Apparently, they told a lot of blacks that. In 1964, only about 600 African Americans worked for Kodak in Rochester. less than 2 percent of the 33,000 employees based there. Determined to remedy this was FIGHT, which was led by Franklin Delano Roosevelt Florence, the thirty-one-year-old pastor of the Reynolds Street Church of Christ, a stocky, hard-charging, charismatic man, who called Malcolm X a friend. On September 2, 1966, a delegation of sixteen from FIGHT walked into Kodak's executive suite. Florence, sporting a Black Power button in his lapel, said he wanted to see "the top man." Before he knew it, the minister and his retinue were sitting in front of three top men: Kodak chairman Albert Chapman, president William Vaughn, and executive vice president Louis Eilers. Florence told them about the harshness of life in Rochester's black ghetto and said he wanted Kodak to start a training program for people who normally wouldn't be recruited into the company. Florence braced himself, expecting Kodak to resist. But Vaughn listened carefully and then asked Florence to submit a more specific proposal. Two weeks later, he did. Calling FIGHT " the only mass based organization of poor people and near poor people in the Rochester area," Florence requested that Kodak train 500 to 600 men and women over eighteen months. FIGHT also wanted direct involvement in the process; the group would "recruit and counsel trainees and offer advice, consultation, and assistance.

But he had to take this call. Deepak Parekh was an old friend. He was more than an old friend. He was the chairman of Housing Development Finance Corporation Ltd (HDFC), India's lone mortgage company founded by his uncle Hasmukh Thakordas Parekh, a veteran banker. Aditya had known Deepak since his days as a management trainee with automaker Mahindra & Mahindra Ltd, his first job after graduation. Aditya's buddy Bharat Shah, later a colleague at Citibank, was Deepak's cousin. Bharat had a group of close friends with a common passion, bridge. These included investment banker Hemendra Kothari, builder Dilip Thakker, Aditya, Deepak and a few others, all power houses who would meet for dinner every fortnight and often go over to each other's homes. 'As a young kid, Aditya used to fix our drinks and stand behind the bar,' Deepak told me.

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When I graduated from engineering college in 1971, T.A. Pai of Manipal suggested to Tata that I should join as a management trainee in a new company in Bombay that a friend of his had launched. When Tata asked me, I politely declined the offer because I desired to be based not too far from the jungles I loved. In hindsight, often wonder where my career would have taken me had I accepted Pai's offer: the aforementioned friend was the entrepreneur Dhirubhai Ambani who was just beginning his meteoric rise, perhaps with some help from Pai. I am glad I did, because my life would not have been the wild and wonderful one I have enjoyed in the five decades since.