Quotes About Performance

Don't thank me,' Mr. Curtain called as the door slid closed. 'Impress me!

Don't thank me," Mr. Curtain called as the door slid closed. "Impress me!

The band feels loose in all the right ways, and it's just so cool looking out and seeing all of these people that I haven't seen in a while.

Standards are the responsibility not only of those providing them but of those receiving them, too.

Professional sports are something they can't control.

Much energy goes into looking good and shoring up any holes that may appear in that image. This is where the pain starts, in the tremendous distance between idealistic expectations and actual performance.

Healthy organizations believe that performance management is almost exclusively about eliminating confusion. They realize that most of their employees want to succeed, and that the best way to allow them to do that is to give them clear direction, regular information about how they're doing, and access to the coaching they need.

To achieve results. This is the only true measure of a team P.42

when leaders fail to tell employees that they're doing a great job, they might as well be taking money out of their pockets and throwing it into a fire

it is far more natural, and common, for leaders to avoid holding people accountable.

Conflict is about issues and ideas, while accountability is about performance and behavior.

When players on a team stop caring about the scoreboard, they inevitably start caring about something else.

It's important not to misread my advice as permission to tolerate people who don't fit. Too often, leaders know that an employee really doesn't belong and would be better elsewhere, and they fail to act because they lack courage.

From interviews and orientation to performance reviews and compensation decisions, "the three virtues," as they came to be known, were to be regular topics of conversation. And, of course, there was plenty of hands-on, practical training around the five behavioral manifestations of teamwork: trust, conflict, commitment, accountability, and results. Those courses had become much more effective with participants who shared the three underlying virtues.

More than any policy or system, there is nothing like the fear of letting down respected teammates that motivates people to improve their performance.

tendency of team members to seek out individual recognition and attention at the expense of results

Wanting to be popular with your direct reports instead of holding them accountable.

Results-oriented teams establish their own measurements for success. They don't allow themselves the wiggle room of subjectivity. But this is not easy, because subjectivity is attractive.

Whether we like it or not, meetings are the closest thing to an operating room, a playing field, or a stage that we have.

Team Rewards By shifting rewards away from individual performance to team achievement, the team can create a culture of accountability. This occurs because a team is unlikely to stand by quietly and fail because a peer is not pulling his or her weight.

You see, I don't understand why everyone thinks sports is the only way to learn about teamwork. I never played sports much, even as a kid. But I was in a band in high school and college, and I think I figured out the team thing from that.

The best performance management systems include only essential information, and allow managers and their employees to focus on the work that must be done to ensure success.

Once we achieve clarity and buy-in, it is then that we have to hold each other accountable for what we sign up to do, for high standards of performance and behavior.

These happen more when he is stressed … as the old commercial says, he shouldn't let them see him sweat so much.