Quotes About Effectiveness

Management scholar Peter Drucker nailed it decades ago when he said "There is nothing so useless as doing efficiently that which should not be done at all.

Meetings should be great—they're opportunities for a group of people sitting together around a table to directly communicate. That should be a good thing. And it is, but only if treated as a rare delicacy.

Management scholar Peter Drucker nailed it decades ago when he said "There is nothing so useless as doing efficiently that which should not be done at all." Bam!

Working more doesn't mean you care more or get more done. It just means you work more.

Find a judo solution, one that delivers maximum efficiency with minimum effort.

When good enough gets the job done, go for it. It's way better than wasting resources or, even worse, doing nothing because you can't afford the complex solution.

When you build what you need, you can also assess the quality of what you make quickly and directly, instead of by proxy. Mary

So do less. Your project won't suffer nearly as much as you fear. In fact, there's a good chance it'll end up even better. You'll be forced to make tough calls and sort out what truly matters.

What distinguishes people who are ten times more effective than the norm is not that they work ten times as hard; it's that they use their creativity to come up with solutions that require one-tenth of the effort.

Aggressively yelling at a boy is as effective as attempting to stitch up a wound with a needle and no suture. Discipline without love is ineffectual.

We are looking at a society increasingly dependent on machines, yet decreasingly capable of making or even using them effectively.

The greatest lie ever told is that vaccines are safe and effective.

We often speak of "prayer coverings," or "covering" a person, event or organization in prayer. To be without this covering can create a vulnerability; people are exposed to attacks of the enemy. In order to provide this covering with the utmost effectiveness, we must have warnings and promptings (chazown) from the Holy Spirit. In other words, "without communication from the Holy Spirit, the people are uncovered.

Should a situation arise that you need to deal with now, your action will be clear and incisive if it arises out of present-moment awareness. It is also more likely to be effective. It will not be a reaction coming from the past conditioning of your mind but an intuitive response to the situation. In other instances, when the time-bound mind would have reacted, you will find it more effective to do nothing — just stay centered in the Now.

If you take any action — leaving or changing your situation — drop the negativity first, if at all possible. Action arising out of insight into what is required is more effective than action arising out of negativity.

Action arising out of insight into what is required is more effective than action arising out of negativity.

People who believe they have the power to exercise some measure of control over their lives are healthier, more effective and more successful than those who lack faith in their ability to effect changes in their lives.

If something is irrational, that means it won't work. It's usually unrealistic.

Though it runs to billions of dollars a year, the cost of forcing healthy adults to wear disposable surgical masks will be relatively minor for wealthy countries. And cloth masks are easy to clean in places that have access to clean water. In poor countries the calculus is different. Making people wear cloth masks that cannot be easily cleaned or spend a significant part of their income on disposable ones is much harder to justify if masks don't work.

One thing at a time" will always perform a better day's work than doing two or three things at a time. By following this rule, one person will do more in a day than another does in a week.

It may be the poorest teachers who assign the most homework [because] effective teachers may cover all the material in class.

To examine the claim that rewards are effective at altering behavior, we pose three questions: First, for whom are they effective? Second, for how long are they effective? And third, at what, exactly, are they effective? (I have already hinted at a fourth question—At what cost are they effective?—but

anger in a leader rarely produces good results.

Growth hackers don't tolerate waste.