Quotes About Efficiency

A leader is paid to do three things: Get the job done and get it done well. Plan ahead—be proactive, not reactive. Exercise good, sound judgment in doing all of the above.

He must have smart, well-trained people to run day-to-day activities. He must check up on them and make sure the job is getting done while he stacks the deck for future success.

An outfit does well the things the boss checks up on.

A leader should surround himself with persons who fit his requirements and standards—and then turn them loose to do their jobs.

He declared Egyptians walked that way; I said if they did I didn't see how they got anything done, but Jem said they accomplished more than the Americans ever did, they invented toilet paper and perpetual embalming, and asked where would we be today if they hadn't? Atticus told me to delete the adjectives and I'd have the facts.

When you have a plan put it into action instantly. Don't let it lie around and get stale and have other people start thinking about it themselves.

Sometimes taking time is actually a shortcut.

Cell phones are so convenient that they're an inconvenience.

Human beings are ultimately nothing but carriers-passageways- for genes. They ride us into the ground like racehorses from generation to generation. Genes don't think about what constitutes good or evil. They don't care whether we are happy or unhappy. We're just means to an end for them. The only thing they think about is what is most efficient for them.

Of what value is a civilization that can't toast a piece of bread as ordered?

What's most important is what you can't see but can feel in your heart. To be able to grasp something of value, sometimes you have to perform seemingly inefficient acts. But even activities that appear fruitless don't necessarily end up so. That's the feeling I have, as someone who's felt this, who's experienced it.

To be able to grasp something of value, sometimes you have to perform seemingly inefficient acts.

Some people are polite, and some are quick. Each one's a good quality to have, but most of the time quickness trumps politeness.

From elementary school up to college I was never interested in things I was forced to study. I told myself it was something that had to be done, I only began to enjoy studying after I got through the educational system and became a so-called member of society. If something interested me, and I could study it at my own pace and approach it the way I liked, I was pretty efficient at acquiring knowledge and skills.

One opposite of imagination is "efficiency.

For some reason all the middle-aged women he knew were very efficient.

To be able to grasp something of value, sometimes you have to perform seemingly inefficient acts. But even activities that appear fruitless don't necessarily end up so. That's the feeling I have, as someone who's felt this, who's experienced it.

Whether it's good for anything or not, cool or totally uncool, in the final analysis what's most important is what you can't see but can feel in your heart. To be able to grasp something of value, sometimes you have to perform seemingly inefficient acts. But even activities that appear fruitless don't necessarily end up so.

a highly fragmented day is also a very lazy day.

I have never encountered an executive who remains effective while tackling more than two tasks at a time. Hence, after asking what needs to be done, the effective executive sets priorities and sticks

The very technologies that make it hard for us to maintain healthy boundaries among domains also enable us to blend them in ways—unfathomable even a decade ago—that can render us more productive and more fulfilled.

Harvard Business School Press

The company's approach illustrates a point I stress repeatedly to my clients: Structure divides; social operating mechanisms integrate. I hasten to add that structure is essential. If an organization didn't divide tasks, functions, and responsibilities, it would never get anything done. But social operating mechanisms are required to direct the various activities contained within a structure toward an objective.

Executives also owe it to the organization and to their fellow workers not to tolerate nonperforming individuals in important jobs. It may not be the employees' fault that they are underperforming, but even so, they have to be removed.