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Managers who don't lead are quite discouraging, but leaders who don't manage don't know what's going on. It's a phony separation that people are making between the two.

Henry Mintzberg

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Henry Mintzberg
Age: 85
Born: 1939
Born: September 2
Author
Economist
Sociologist
University Teacher
Writer
Montreal
Quebec
Leaders
Lead
Leader
Quite
Phony
Making
Discouraging
Two
Separation
Going
Managers
People
Manage

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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.
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If the private sectors are about markets and the public sectors are about governments, then the plural sector is about communities.
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Management is, above all, a practice where art, science, and craft meet
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Corporations are social institutions. If they don't serve society, they have no business existing
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Companies are communities. Theres a spirit of working together. Communities are not a place where a few people allow themselves to be singled out as solely responsible for success.
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Everyone is against micro managing but macro managing means you're working at the big picture but don't know the details.
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Learning is not doing it is reflecting on doing.
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Never set out to be the best. It's too low a standard. Set out to be good. Do Your best.
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So technologies, whether it is a telephone or an iPhone, computers in general or automobiles, television even, all individualize us. We all sit in front of our iPhones and communicating but are we really communicating?
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Strategies grow initially like weeds in a garden, they are not cultivated like tomatoes in a hothouse.
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What we call a financial crisis is really at its core a crisis of management, and not just a crisis of management, but a crisis of management culture. ...In other words, what you had is a detachment of people who know the business from people who are running the business.
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The real challenge in crafting strategy lies in detecting subtle discontinuities that may undermine a business in the future. And for that there is no technique, no program, just a sharp mind in touch with the situation.
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Strategy-making is an immensely complex process involving the most sophisticated, subtle, and at times subconscious of human cognitive and social processes.
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Basically, managing is about influencing action. Managing is about helping organizations and units to get things done, which means action. Sometimes, managers manage actions directly. They fight fires. They manage projects. They negotiate contracts.
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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.
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Management and leadership are not separate spheres. The two skills work together in the larger realm of “communityship.
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Management is a curious phenomenon. It is generously paid, enormously influential, and significantly devoid of common sense
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Leadership, like swimming, cannot be learned by reading about it.
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