Michael LeBoeuf Quotes

Incentive prizes work.

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

You get what you reward. Be clear about what you want to get and systematically reward it.

The greatest management principle in the world is: 'the things that get rewarded and appreciated get done.'

If you want people to perform better, you reward them, right? Bonuses, commissions, their own reality show. Incentivize them. [...] But that's not happening here. You've got an incentive designed to sharpen thinking and accelerate creativity, and it does just the opposite. It dulls thinking and blocks creativity.

Most of us are not pure self-starters; most people need role models, they need coaches, they need exemplars, they maybe need some discipline or some rewards. We need to be motivated.

I like to think I set aspirational but reasonable goals and encourage my team to achieve them.

Goal-setting and achieving those goals - that's just what I do.

True leadership lies in guiding others to success. In ensuring that everyone is performing at their best, doing the work they are pledged to do and doing it well.

A pat on the back, through only a few vertebrae removed from a kick in the pants, is miles ahead in results.

You don't reward reaction; you reward results.

You can get people to work by using threats or by promising rewards.

Anytime you get attention for something, you want to keep doing it.

Keeping people on their toes is the best way to get the best out of people.

You basically get what you reward. If you want to achieve the goals and reflect the values in your mission statement, then you need to align the reward system with these goals and values.

In total, by giving people $30 bonus, Intel lost almost 5 percent of productivity. That's a lot. Now, think about it. You give money because you think this would increase motivation. It actually decreases motivation.

A boss wants to pay for results, an employee wants recognition for effort. If a boss recognizes effort, they will get even better results.

Respect, recognition, and reward flow out of performance.

Setting up a system that rewards you for meeting your goals and has penalties for failing to hit your target is just as important as putting your goals down on paper.

The rewards system is a powerful driver of behavior and therefore culture.

The misuse of extrinsic rewards, so common in business, impedes creativity, stifles personal satisfaction and turns play into work.

In my wide association in life, meeting with many and great men in various parts of the world, I have yet to find the man, however great or exalted his station, who did not do better work and put forth greater effort under a spirit of approval than he would ever do under a spirit of criticism.

Show me the incentive and I will show you the outcome

The reward for work well done is the opportunity to do more.

Good performance is about the capacity to focus and concentrate.