 |
…the measure of the quality of a leader: the quantity, quality, and diversity of people who want to follow her.
|
219 |
 |
…a CEO can most accurately be measured by the speed and quality of [their] decisions. Great decisions come from CEOs who display an elite mixture of intelligence, logic, and courage.
|
237 |
 |
When measuring results against objectives, start by making sure the objectives are correct.
|
241 |
 |
As long as measurements are abused as a tool of control, measuring will remain the weakest area in the manager’s performance.
|
009 |
 |
Performance has to be built into the enterprise and its management; it has to be measured – or at least judged – and it has to be continuously improved.
|
024 |
 |
If objectives are only good intentions, they are worthless. They must degenerate into work. And work that is always specific, always has – or should have – clear, unambiguous, measurable results, a deadline, and a specific assignment of accountability.
|
106 |
 |
…we cannot truly define, let alone measure, productivity for most knowledge work.
|
188 |
 |
The measurable results are things that happened, they are in the past. There are no facts about the future.
|
324 |
 |
That we can quantify something is no reason for measuring it.
|
325 |
 |
Research… shows that most people judge their well-being not by measuring where they stand but rather based on whether they think their circumstances and income will improve in the coming years.
|
033 |
