Quotes About Results

Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes.

It is more productive to convert an opportunity into results than to solve a problem - which only restores the equilibrium of yesterday.

Intelligence, imagination, and knowledge are essential resources, but only effectiveness converts them into results.

1. What is our mission? 2. Who is our customer? 3. What does the customer value? 4. What are our results? 5. What is our plan?2

Converting a decision into action requires answering several distinct questions: Who has to know of this decision? What action has to be taken? Who is to take it? And what does the action have to be so that the people who have to do it can do it? The first and the last of these are too often overlooked—with dire results.

The knowledge that we consider knowledge proves itself in action. What we now mean by knowledge is information in action, information focused on results.

Is this still worth doing?" And if it isn't, he gets rid of it so as to be able to concentrate on the few tasks that, if done with excellence, will really make a difference in the results of his own job and in the performance of his organization.

The less an organization has to do to produce results, the better it does its job.

Two hundred people, of course, can do a great deal more work than one man. But it does not follow that they produce and contribute more.

Good executives focus on opportunities rather than problems. Problems have to be taken care of, of course; they must not be swept under the rug. But problem solving, however necessary, does not produce results. It prevents damage. Exploiting opportunities produces results.

Managers are action-focused; they are not philosophers and should not be.

Direct results always come first. In the care and feeding of an organization, they play the role calories play in the nutrition of the human body.

The man who focuses on efforts and who stresses his downward authority is a subordinate no matter how exalted his title and rank. But the man who focuses on contribution and who takes responsibility for results, no matter how junior, is in the most literal sense of the phrase, "top management." He holds himself accountable for the performance of the whole.

Knowledge work is not defined by quantity. Neither is knowledge work defined by its costs. Knowledge work is defined by its results.

For every organization needs performance in three major areas: It needs direct results; building of values and their reaffirmation; and building and developing people for tomorrow.

Only a clear, focused, and common mission can hold the organization together and enable it to produce results.

He looks up from his work and outward toward goals. He asks: "What can I contribute that will significantly affect the performance and the results of the institution I serve?" His stress is on responsibility.

What is our mission? Who is our customer? What does the customer value? What are our results? and What is our plan?

Intelligence, imagination, and knowledge are essential resources, but only effectiveness converts them into results. By themselves, they only set limits to what can be attained.

A person's way of performing can be slightly modified, but it is unlikely to be completely changed—and certainly not easily. Just as people achieve results by doing what they are good at, they also achieve results by working in ways that they best perform. A few common personality traits usually determine how a person performs.

expected to get the right things done.

Knowledge work is not defined by quantity. Neither is knowledge work defined by its costs. Knowledge work is defined by its results. And for these, the size of the group and the magnitude of the managerial job are not even symptoms.

I have called "executives" those knowledge workers, managers, or individual professionals who are expected by virtue of their position or their knowledge to make decisions in the normal course of their work that have significant impact on the performance and results of the whole.

problem solving, however necessary, does not produce results. It prevents damage. Exploiting opportunities produces results.