Quotes About Results

You can avoid reality but you cannot avoid the consequences of avoiding reality.

I don't blame our metallurgical department!" he said angrily. "I know that results of this kind are not a matter of any predictable time. But the public won't understand it. What, then, should we sacrifice? An excellent piece of smelting—or the last center of science left on earth, and the whole future of human knowledge? That is the alternative." She sat, her head down. After

and the degree of a man's productiveness is the degree of his reward. This

The key thing to appreciate, though, is that what is most important to us, most of the time, is not the objective results of decisions, but the subjective results.

We would be better off if we lowered our expectations about the results of decisions

Some people say you can't change behavior. But there is clear evidence to indicate that people can and do change behavior—sometimes dramatically—and that doing so often produces extraordinary results.

On the other hand, trust produces speed. And, as Stephen points out, the greatest trust-building key is "results." Results build brand loyalty. Results inspire and fire up a winning culture. The consistent production of results not only causes customers to increase their reorders, it also compels them to consistently recommend you to others.

the focus was clearly not on activities, but on results. In addition to the benefit of differentiating between results and activities, there's another positive dimension to taking responsibility for results.

Leadership is getting results in a way that inspires trust. It's maximizing both your current contribution and your ability to contribute in the future by establishing the trust that makes it possible.

A counterfeit manifestation of clarifying expectations is to create "smoke and mirrors"—to give lip service to clarifying expectations, but to fail to pin down specifics like results, deadlines, or dollars that facilitate meaningful accountability.

We are free to choose our actions, based on our knowledge of correct principles, but we are not free to choose the consequences of those actions. Remember, "If you pick up one end of the stick, you pick up the other.

It's not enough to dream. It's not enough to try. It's not enough to set goals or climb ladders. It's not enough to value. The effort has to be based on practical realities that produce the result. Only then can we dream, set goals, and work to achieve them with confidence.

Changing a planning tool or a method won't create significant change in the results we're getting in our lives—although the implied promise is that it will. It's not a matter of controlling things more, better, or faster; it's questioning the whole assumption of control.

It is possible to be busy—very busy—without being very effective.

Your crises and problems would shrink to manageable proportions because you would be thinking ahead, working on the roots, doing the preventive things that keep situations from developing into crises in the first place. In time management jargon, this is called the Pareto Principle—80 percent of the results flow out of 20 percent of the activities.

Pareto Principle—80 percent of the results flow out of 20 percent of the activities.

Trust—or the lack of it—is at the root of success or failure in relationships and in the bottom-line results of business, industry, education, and government.

So often the problem is in the system, not in the people. If you put good people in bad systems, you get bad results. You have to water the flowers you want to grow.

efectividad reside en el equilibrio, en lo que denomino el equilibrio P/CP. «P» es la producción de los resultados deseados, los huevos de oro. «CP» es la capacidad de producción, la aptitud o el medio que produce los huevos de oro.

We have to water, cultivate, and weed on a regular basis if we're going to enjoy the harvest. The difference between our own active involvement as gardeners and neglect is the difference between a beautiful garden and a weed patch

In our quest for short-term returns, or results, we often ruin a prized physical asset -- a car, a computer, a washer or dryer, even our body or our environment.

We don't understand that the acute pain is an outgrowth of the deeper, chronic problem. And until we stop treating the symptoms and start treating the problem, our efforts will only bring counterproductive results. We will only be successful at obscuring the chronic pain even more.

An effective goal focuses primarily on results rather than activity. It identifies where you want to be, and, in the process, helps you determine where you are. It gives you important information on how to get there, and it tells you when you have arrived.

Uno hace el esfuerzo y el proceso sigue. Siempre se cosecha lo que se siembra; no hay ningún atajo.