Quotes About Results

Output is more important than ideas.

All you can be judged on is your record - what your record is overall, what your record is in your conference, and what your record is head-to-head matchups with other teams that you play.

when they investigated the productivity of 24 projects for which no estimates were prepared at all. These projects far outperformed all the others

Believers insist that dysfunction is not an intrinsic flaw of MBO, but a simple matter of poor implementation. When dysfunction occurs, they (our era's new commissars) refine and redefine the objectives and try again. After five decades of experience with MBO, its believers are still refining and redefining and still waiting for results. I'm ready to call MBO's constant failure intrinsic.

Plant a radish, get a radish, never any doubt. That's why I love vegetables, you know what they're about!

No matter how good you are, you're going to lose one-third of your games. No matter how bad you are you're going to win one-third of your games. It's the other third that makes the difference.

I'm a believer in belief. Faith is something that works - it causes people to do things, it has results. It's an intangible, indefinable, very real thing. And it moves people, sometimes to atrocity. And sometimes to survival.

The choices I make today are my outcomes for tomorrow.

First, be effective. Then be efficient.

What matters is what works.

Tenacious prayer is a lifestyle that produces results.

knowledge is power, and action is results.

Hope is not a strategy." The same broken plan with more hope will never produce a bigger impact.

There is no such thing as failure. There are only results.

The first key shift is to stop evaluating performance by the number of hours employees put in and instead measure it by the value they produce. That means not just permitting intermittent renewal but actively encouraging it as a key to sustainable high performance. It also means treating employees like adults by giving them freedom to decide how best to get their work done and holding them accountable for their results, not the hours they work.

To alter the way you are being, you must engage with the phenomenon of context. Context is the human environment that determines the limitations of your actions and the scope of the results your actions can produce.

Transformation An alteration in the arena of context. You alter the way you are being to create results that are not currently possible. Transformation provides the creation of that which does not yet exist in the organization and its leaders—a new realm of possibility leading to a new realm of results.

Context The human environment that determines the limitations of any process, and the scope of the results it can produce.

We wrote, "The constancy of these somewhat independent results encourages us to conclude that 21st century warming will be modest and near the low end of the IPCC TAR [Third Assessment Report] projections.

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

find someone who can demonstrate trust, engage in conflict, commit to group decisions, hold their peers accountable, and focus on the results of the team, not their own ego.

implementation science is more important than decision science.

When it comes to establishing a norm for a team, a measure of judgment is required of a leader. While there is no doubt that the person in charge must set the tone based on a personal belief about what will lead to the best results for the organization, the leader also needs to take into account the capabilities and attitudes of the staff members. This is something of a balancing act.

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.