Managerial Inspirational Quotes

I hold it perniciously false to teach that all cultural forms are equally probable and that by mere force of will an inspired individual can at any moment alter the trajectory of an entire cultural system in a direction convenient to any philosophy. Convergent and parallel trajectories far outnumber divergent trajectories in cultural evolution. Most people are conformists. History repeats itself in countless acts of individual obedience to cultural rule and pattern, and individual wills seldom prevail in matters requiring radical alterations of deeply conditioned beliefs and practices. At the same time, nothing I have written in this book supports the view that the individual is helpless before the implacable march of history or that resignation and despair are appropriate responses to the concentration of industrial managerial power. The determinism that has governed cultural evolution has never been the equivalent of the determinism that governs a closed physical system. Rather, it resembles the causal sequences that account for the evolution of plant and animal species.

People often confuse leadership with managerial skills. I agree with their assessment. You certainly have the ability to inspire people. Minutiae, on the other hand, might not be your forte. That being said, even if you are not the most organized person in the world, it would be a shame not to let everyone benefit from your experience and wisdom.

If managers looked to the inspiration for the technologies they deploy, they would find it comes from a scientific method that has no connection to the cramped, fearful ideologies of the managerial economy. The scientific method insists that researchers must go where the evidence leads, whatever the consequences. Status, salary and position should offer no protection from criticism, because no idea or person is sacred.

You are only as good as your people

Courage is essential in a management context and, above all, in leadership.

What connected the welfare state, feminism, employment protections, school reform, and liberal internationalism? Francis’s undeviating answer was that they serve managerial power through a leveling process of “homogenization.” They ensured that consumers had the same tastes, businesses operated in the same markets, students received the same training, and citizens held the same values.

Narcissistic Superstars are as vain about their management skills as they are about everything else. They’d like to inspire the fall-on-my-sword-for-you sort of loyalty that they believe to be the mark of great leadership. Actually, they’re far more likely to make people want to stab them, or merely go away and work somewhere else. Superstars seldom admit it, but their failure to inspire loyalty hurts their managerial egos.