Naveen Tewari Quotes

You have to take care of your guys. If a guy underperforms, you get rid of him. If a guy overperforms, you take care of him.

We need to make sure that the things we are already working on turn out to do the things we believe they can do and creating value both for the world and ultimately for Google.

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

The only way to get people to like working hard is to motivate them. Today, people must understand why they're working hard. Every individual in an organization is motivated by something different.

I believe in pay for performance.

When I arrived at IBM, there were 'Team' signs all around. I asked, 'How do people get paid?' They told me, 'We pay people based on individual performance.'

Incentive prizes work.

Why - because as a oil and gas small business owner - I know if someone is not doing their job, they should not get paid. Again leadership by example.

Customers are using BetterWorks in a number of creative ways to reward and incentivize employees.

As much as we think of performance management as numeric and thus perfectly quantifiable, it is as much a product of context and social science as the products we design and develop.

What you measure and reward is what you're going to get.

So, I think the output of our innovation is great. We have a culture of self-improvement. I know we can continue to improve. There is no issue. But at the same time, our absolute level of output is fantastic.

Know what your people are like, and make sure they do their jobs excellently.

Eliminate numerical quotas, including Management by Objectives.

If I had my way, I wouldn't do annual reviews, if I felt that everybody would be more honest about positive and negative feedback along the way. I think the annual review process is so antiquated.

I'm a person who believes in close monitoring and knowing what everyone on the staff is doing.

Doling out punishment constantly [to civil servants] would only cause them to have a mentality of 'the less one does, the fewer mistakes one makes’.

Traditional performance reviews have passed their sell-by date. Big time. There's research showing that roughly two-thirds of performance appraisals have either no effect - or a negative effect! - on employee performance.

We know that recognition and intrinsic motivation are important to our success, but the key is finding ways to effectively operationalize them.

One thing I've always loved about the culture at Microsoft is there is nobody who is tougher on us, in terms of what we need to learn and do better, than the people in the company itself. You can walk down these halls, and they'll tell you, 'We need to do usability better, push this or that frontier.'

My idea of management is that what your job is as the boss is to find really good people and empower them and leave them alone.

I have high expectations for the people who work for me. I figure that if they work really hard and do a good job on one of my campaigns or in my office, that experience will serve them well later on.

If performance management were a movie, it will become less 'Gladiator' and more 'Moneyball.'

Build an environment that empowers your team to take risks. Set metrics for what needs to be achieved and measure against them to track progress along the way. If targets aren't being met, challenge your team to reassess and come back with a new strategy. And create a culture where people are awarded for challenging the status quo.

Everyone at Michael Waltrip Racing is working hard to deliver great results to our owners, employees and sponsors. All organizations have a lot at stake each week as we are all measured by our performance and finishing position.