 |
In an information and service economy it doesn’t make sense to use time as a measurement for a job well-done.
|
016 |
 |
Presenteeism happens everywhere, every day, because the way we measure work performance is wrong. It’s a flaw in the system, not in the people.
|
019 |
 |
Letting go of the clock can also be difficult because we’ve traditionally used time to measure fairness.
|
096 |
 |
No matter how much value we produce today – whether it’s measured in dollars or sales or goods or widgets – it’s never enough.
|
003 |
 |
The ultimate measure of our effectiveness is the value we create. The ultimate measure of our satisfaction is the value we feel. The ultimate measure of our character is the values we embody.
|
009 |
 |
…stop evaluating performance by the number of hours employees put in and instead measure it by the value they produce.
|
108 |
 |
The focus on constant testing, which grew out of the reasonable desire to measure and standardize children’s accomplishments, has intensified their fear of failure.
|
309 |
 |
The true value of an organization is measured by the desire others have to contribute to that organization’s ability to keep succeeding, not just during the time they are there, but well beyond their own tenure.
|
009 |
 |
Beholden to a large number of anonymous stockholders, today’s owners – unlike their often family rooted predecessors – must measure the success of their investments solely by quarterly profit statements.
|
227 |
 |
To get things right, you must recognize that anything you measure automatically creates a set of employee behaviors.
|
133 |
