Quotes About Performance

organizations are composed of people, and the more effective those people, the stronger the organization.

True effectiveness is a function of two things: that which is produced (the golden eggs), and the producing asset or capacity to produce (the goose).

Peter Drucker recommends the use of a "manager's letter" to capture the essence of performance agreements between managers and their employees. Following a deep and thorough discussion of expectations, guidelines and resources to make sure they are in harmony with organizational goals, the employee writes a letter to the manager that summarizes the discussion and indicates when the next performance plan or review discussion will take place.

Effectiveness lies in the balance—what I call the P/PC Balance. P stands for production of desired results, the golden eggs. PC stands for production capability, the ability or asset that produces the golden eggs.

To learn and not to do is really not to learn. To know and not do is really not to know.

You can do it in every area of your life. Before a performance, a sales presentation, a difficult confrontation, or the daily challenge of meeting a goal, see it clearly, vividly, relentlessly, over and over again. Create an internal "comfort zone." Then, when you get into the situation, it isn't foreign. It doesn't scare you.

Unclear expectations in the area of goals also undermine communication and trust.

Remember, to learn and not to do is really not to learn. To know and not to do is really not to know. I

In making such a choice, we become reactive. Reactive people are often affected by their physical environment. If the weather is good, they feel good. If it isn't, it affects their attitude and their performance. Proactive people can carry their own weather with them. Whether it rains or shines makes no difference to them. They are value driven; and if their value is to produce good quality work, it isn't a function of whether the weather is conducive to it or not.

Pygmalion effect

Developing such a Win/Win performance agreement is the central activity of management.

Before a performance, a sales presentation, a difficult confrontation, or the daily challenge of meeting a goal, see it clearly, vividly, relentlessly, over and over again. Create an internal "comfort zone." Then, when you get into the situation, it isn't foreign. It doesn't scare you. Your creative, visual right brain is one of your most important assets, both in creating your personal mission statement and in integrating it into your life.

But as the story shows, true effectiveness is a function of two things: what is produced (the golden eggs) and the producing asset or capacity to produce (the goose).

And most important, start applying what you are learning. Remember, to learn and not to do is really not to learn. To know and not to do is really not to know.

Most people see effectiveness from the golden egg paradigm: the more you produce, the more you do, the more effective you are.

their attitude and their performance. Proactive people can carry their own weather with them. Whether it rains or shines makes no difference to them. They are value driven; and if their value is to produce good quality work, it isn't a function of whether the weather is conducive to it or not.

One of the main things his research showed was that almost all of the world-class athletes and other peak performers are visualizers. They see it; they feel it; they experience it before they actually do it. They begin with the end in mind.

when you pick an idiot for a job, you have to expect idiocy

Since 1789 nearly 2000 men and women had served in the U.S. Senate. Those folks could be divided into two broad classes—workhorses and show horses. One got things done, the other took the credit or assigned blame. Of late, that dichotomy had been brought into sharp focus, as the Senate seemed overrun by show horses.

Good preparation led to good results

You have to learn the rules of the game, then you have to play better than everyone else.

The coaching profession has a problem that is two-fold: there is a low bar for entry and a high bar for success.

Achievement requires continuous feedback. And if you're going to get the most out of your people, it's imperative that you be the one who is the most up on what the numbers are and what they mean. Motivators

Unconsciously, managers without leadership habits will often seek, above all else, to be liked. Rather than holding people accountable, they let them off the hook. They give non-performers the uneasy feeling that everything's fine. They are managers who seek approval rather than respect.