Quotes About Performance

For example, high performance with a functional-oriented and centralized Operations group is possible, as long as service teams get what they need from Operations reliably and quickly (ideally on demand) and vice-versa. Many

He continues, "Remember, outcomes are what matter—not the process, not controls, or, for that matter, what work you complete.

Code deployment lead time, code deployment frequency, and time to resolve problems are predictive of software delivery, operational performance, and organizational performance, and they correlate with burnout, employee engagement, and so much more.

What I want is for it to keep the lights on. It should be like using the toilet. I use the toilet and, hell, I don't ever worry about it not working. What I don't want is to have the toilets back up and flood the entire building.

The key thing we should care about is not the form, but the outcomes: deployments should be low-risk, push-button events we can perform on demand.

any improvements made anywhere besides the bottleneck are an illusion. Astonishing, but true! Any improvement made after the bottleneck is useless, because it will always remain starved, waiting for work from the bottleneck. And any improvements made before the bottleneck merely results in more inventory piling up at the bottleneck.

Losing streaks are funny. If you lose at the beginning, you get off to a bad start. If you lose in the middle of the season, you're in a slump. If you lose at the end, you're choking.

An audience is tremendously important in humor because it becomes an active participant in the performance. There is no humor until audience members get involved.

Most people dont buy talent; they buy results.

Which one of us, anywhere in the world, doesn't yearn to be believed when the audience is watching?

I think to be believed—onstage or on-screen—is the one hope that all actors share. Which one of us, anywhere in the world, doesn't yearn to be believed when the audience is watching?

What a man knows hardly matters. It is what he does.

You mean me entering the Library may have destroyed the universe?" Catherine asked. "You don't need to sound quite so impressed by it," Irene chided. "It's not something you want on your yearly performance review.

What else can she do?" she asks. "She's not a trick monkey." "She'd never make it as a trick monkey. She only has one trick," Piper says. "487 times 6,421 is 3,127,027," Nat says.

we're not just a name over the door we, are a result of what we do

Part of jazz is the illusion of spontaneity and Monk played the piano as though he'd never seen one before.

I's all, "FIDDY K IN DA HIZZZZ-OUSE! I'M'A HAMMER DOWN ON DAT!" Dem free tix wuz BEAST, yo.

existing ones. At the same time, it needs to separate its revenue performance activities from its enabling investments, focusing the former on delivering results based on what the latter have helped to seed and till. As the following diagram indicates, these two divisions result in four zones of management activity, each aligned with one, and only one, investment horizon, each demanding a different style of leadership to achieve those ends.

the song and dance musical comedies that prevailed in the 1920s and '30s and the integrated musicals that became more influential in the 1940s and '50s both allow a meaningful dramatic relationship between songs and their shows.

Ful weel she soong the service dyvyne,Entuned in hir nose ful semely;And Frenssh she spak ful faire and fetisly,After the scole of Stratford atte BoweFor Frenssh of Parys was to hir unknowe.

sublinear scaling and the associated economies of scale arising from optimizing network performance lead to bounded growth and the systematic slowing of the pace of life.

Just as the performance of the vilest and most wicked deeds requires spirit and talent, so even the greatest demand a certain insensitivity which under other circumstances we would call stupidity.

Success is what you do with your ability. It's how you use your talent.

One thing about golf is you don't know why you play bad and why you play good.