Quotes About Performance

In the stage of life, characters come and go after their performance. If someone is gone, just smile and clap in appreciation for them, for what good they did and what lessons they taught.

We judge ourselves by what we are capable of doin' while others judge us by what we had already done...

What we think, or what we know, or what we believe is, in the end, of little consequence. The only consequence is what we do.

Such is an actor's life. We must ride the waves of every film, barfing occasionally, yet maintain our dignity, even as the bulk of our Herculean efforts are keel-hauled before our very eyes. [On filming MacHale's Navy]

The world is a stage, but the play is badly cast.

Life's like a play; it's not the length but the excellence of the acting that matters.

At times in my life the only place I have been happy is when I am on stage.

You can't always be the best at everything, but you can always give your best at everything.

Proper preparation, prevents poor performance.

Pay no attention to what people say, but pay close attention to what they do.

For old age makes us incapable of performing our duties but not, at first, of desiring them.

while the scene-changing is going on behind it, actors present a divertissement.

Bressant's voice or of Thiron's in L'Aventurière or in the Gendre de M. Poirier.

Berma in Andromaque, in Les Caprices de Marianne, in Phèdre, was one of

In the theater, it's about taking time in a musical segment, a pause in a musical way and then moving on.

In the minds of great managers, consistent poor performance is not primarily a matter of weakness, stupidity, disobedience, or disrespect. It is a matter of miscasting.

In most cases, no matter what it is, if you measure it and reward it, people will try to excel at it

MICHAEL: Maybe just this: A manager has got to remember that he is on stage every day. His people are watching him. Everything he does, everything he says, and the way he says it, sends off clues to his employees. These clues affect performance. So never forget you are on that stage.

As with all catalysts, the manager's function is to speed up the reaction between two substances, thus creating the desired end product. Specifically, the manager creates performance in each employee by speeding up the reaction between the employee's talent and the company's goals, and between the employee's talent and the customer's needs.

You will have to manage around the weaknesses of each and every employee. But if, with one particular employee, you find yourself spending most of your time managing around weaknesses, then know that you have made a casting error. At this point it is time to fix the casting error and to stop trying to fix the person.

The Four Keys, select for talent, define the right outcomes, focus on strengths, find the right fit, reveal how they attack this goal.

Define excellence vividly, quantitatively. Paint a picture for your most talented employees of what excellence looks like. Keep everyone pushing and pushing toward the right-hand edge of the bell curve.

So this is (a manager's) dilemma: The manager must retain control and focus people on performance. But she is bound by her belief that she cannot force everyone to perform the same way. ... The solution is as elegant as it is efficient: Define the right outcomes and let each person find his own route toward these outcomes.

Why was success required of a person? And once you were successful, life required you to do it again and again.