Quotes About Performance

The stage is my love, it's where I started and where I do my best work.

I'm the kind of person [who] when I'm doing a play, and even when I'm working, I don't do anything else. When I'm working, I just work.

I'm going to have fans and I'm going to have people who don't like everything I do. All I can really do is go to work and do my job.

When you're not the lead on a series, you work intermittently, even if you're in every episode.

I think that we should all be defined by our work and our results.

Stand-up comedy in the end, unlike the rest of the entertainment industry, is a meritocracy. There's a certain level of undeniability you can work toward.

I just try and do the best with every role I get to do. Hopefully the experience in itself is a good experience and people will want to work with me.

That is one of the things about going on tour, that I get to work with some really talented people and it allows me to be able to listen to them as well - and just have fun on stage.

Actors are journeymen. We show up for work. We do the job and then we go. What goes on behind the scenes is what goes on behind the scenes.

The math works. Over the course of a season, there's some predictability to baseball. When you play 162 games, you eliminate a lot of random outcomes. There's so much data that you can predict: individual players' performances and also the odds that certain strategies will pay off.

In business, there's a constant focus on developing strategies, reviewing executive performance against those strategies each year, engaging with opposing or different points of view, and having intellectual dialogue.

While looking ahead, we know challenges remain, but we are encouraged by the strategies we have in place to improve our operational efficiencies and performance.

In games, you have plans, you have strategies, and you follow them.

There's a fundamental distinction between strategy and operational effectiveness.

As a multisport athlete, I was always fascinated with competition and how to win. At HBS and later at the Harvard Department of Economics, I was drawn to the field of competition and strategy because it tackles perhaps the most basic question in both business management and industrial economics: What determines corporate performance?

I went to a hypnotist to learn how not to use drinking a pint before you go on as a way of giving you the confidence to just fly at it, irrespective of the fear. That's not a long-term strategy, when you do as many gigs as I do.

In our perform agenda, segmentation is one of our key strategic priorities. Segmentation is about deploying the right go-to-market channel to the right customers with the right pricing and the right cost to serve. And as a result, the segmentation strategy ensures that we generate profitable growth.

Choosing a role is very difficult. There's no way to have a strategy.

Thinking about your role will automatically get you in the frame of mind to get your strategy and game plan right before you step onto that field.

Being a musician, there aren't that many ways for me to consciously use a more strategy, math-based part of my brain.

Oliver Stone's strategy is to unnerve the actors so as to make them alert and alive.

Tyre management has always been part of the qualifying strategy and the race itself. I don't know about others; I just know that I always push as much as I can to obtain the best result possible.

Business is another kind of world that I don't think is as passionate. It is not the pressure to perform as you have in football. It is more about strategy, skill, about how you deal with all the information you have. Some of the things from football I can bring to business, and some things from business I can bring to football.

I'm not here to propel myself into the limelight. I'm here to win a football game. If I am propelled into the limelight, I want it to be because of what I do on the football field, not because of some grand marketing strategy.