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We're all flawed, but basically, effective managers are people whose flaws are not fatal under the circumstances. Maybe the best managers are simply ordinary, healthy people who aren't too screwed up.

Henry Mintzberg

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Henry Mintzberg
Age: 85
Born: 1939
Born: September 2
Author
Economist
Sociologist
University Teacher
Writer
Montreal
Quebec
Best
Basically
People
Aren
Ordinary
Screwed
Whose
Fatal
Circumstances
Flawed
Healthy
Flaws
Simply
Managers
Maybe
Effective

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An obsession with control generally seems to reflect a fear of uncertainty.
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Corporations are social institutions. If they don't serve society, they have no business existing
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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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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.
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Corporations are economic entities, to be sure, but they are also social institutions that must justify their existence by their overall contribution to society.
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Learning is not doing it is reflecting on doing.
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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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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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Strategic planning is not strategic thinking. Indeed, strategic planning often spoils strategic thinking, causing managers to confuse real vision with the manipulation of numbers.
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Management is, above all, a practice where art, science, and craft meet
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Leadership, like swimming, cannot be learned by reading about it.
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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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Technologies tend to undermine community and encourage individualism.
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Strategy is not the consequence of planning, but the opposite: its starting point.
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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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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.
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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.
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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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