Journalists, whose job is to pull back and tell dramatic stories that bring power into focus, find it impossible because things like economic theory are both incomprehensible and, above all, boring. The same is true of 'management science.'
In the workplace, many people become helicopter managers, hovering over their employees in a well-intentioned but ill-fated attempt to provide support. These are givers gone awry - people so desperate to help others that they develop a white knight complex and end up causing harm instead.
If I was a manager, I wouldn't want a 'nearly man' in my team. Not a chance.
At any level I'm not built with complacency. I think you see that in the way I play. The people that manage me know that, my teammates know that. I'm not built like that.
It's always good, even in training, to show the manager what you can do and remind him.
I think managers see that I am honest.
When the manager comes in he cannot say, 'This is something I want to do.' It is an environment that the manager creates and it happens over time.
Practice does make perfect and when you know what's asked of you by your manager and when he demands it you do it.
ICG became a dot-com joke, a one-stock example of extreme hubris on the part of its management and the investment bankers and sell-side analysts who embarrassed themselves by pumping it up.
Apple is a military-like command-and-control organization where people lower down in the organization manage up. They are constantly preparing their boss who may be preparing their boss and their boss for a presentation to the CEO or to the executive team.
