 |
Failure to go out and look at actual results is the leading reason for persisting in a course of action long after it has ceased to be appropriate or even rational.
|
305 |
 |
The outside, the area of results, is much less accessible than the inside. The central problem of the executive in the large organization is insulation from the outside.
|
323 |
 |
The measurable results are things that happened, they are in the past. There are no facts about the future.
|
324 |
 |
…managers must focus on the resulting information and take action. For the purpose of information is not knowledge. It is being able to take the right action.
|
353 |
 |
A specialty-skill niche is rarely found by accident. In every single case, it results from a systematic survey of innovative opportunities.
|
389 |
 |
The best structure will not guarantee results and performance, but the wrong structure is a guarantee of nonperformance. All it produces are friction and frustration.
|
405 |
 |
…an activity that does not… have any relationship to results… is an activity that should be outsourced.
|
420 |
 |
Concentrate on your strengths. Place yourself where your strengths can produce performance and results.
|
482 |
 |
Results should be hard to achieve. They should require ‘stretching’… But they should be within reach.
|
492 |
 |
Research demonstrates that when organizations have cultures that prize results above relationships, if they have a leader who puts people first, they actually achieve greater performance gains.
|
185 |
