David Satcher Quotes

Measure not dispatch by the times of sitting, but by the advancement of business.

Congress, the press, and the bureaucracy too often focus on how much money or effort is spent, rather than whether the money or effort actually achieves the announced goal.

For too long the federal government has measured quantity, not quality: What it puts in rather than what it gets out.

I believe you accomplish what you measure.

We have a very old saying in our household: 'Inspect what you expect.' You hold people accountable, and I use my business background for finding the most efficient and effective solutions to deliver the result we're looking for.

Efficiency is doing things right; effectiveness is doing the right things.

Our focus is on outputs rather than inputs.

We must measure what leads to results, not simply what is easy to measure.

The way to push things through to a finish effectively must be learned.

I wasn’t hired to do well in the polls. I was hired to do a good job.

Support what works and stop supporting what does not work.

Vision without execution is hallucination.

Data not only measures progress—it inspires it. Once you start measuring problems, people are more inclined to take action to fix them, because nobody wants to end up at the bottom of a list of rankings.

Don't mistake activity with achievement.

The more Strategic Work you do, the more effective, productive, and joyful the Tactical Work becomes.

The accurate measure of a human being is what he or she actually gets done.

Stop setting goals. Goals are pure fantasy unless you have a specific plan to achieve them.

Measure what is measurable, and make measurable what is not so.

I have a deadline. I'm glad. I think that will help me get it done.

One mentor I had taught me that people do what you inspect, not necessarily what you expect. In other words, if nobody is watching, there will be some slack off.

People don't do what you expect but what you inspect.

Pop is totally results-oriented and there is a very strong feedback loop.

Management by objective works - if you know the objectives. Ninety percent of the time you don't.

It is much more difficult to measure nonperformance than performance.

Mayors are judged by results.