Performance Management Quotes

At around 50 employees, you get to the point where you can't see what's going on all the time. So you start to have weekly check-ins, and you have days that go by without knowing exactly what's going on.

Coaching is nothing more than eliminating mistakes before you get fired.

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

Public hangings are teaching moments. Every company has to do it. A teaching moment is worth a thousand CEO speeches. CEOs can talk and blab each day about culture, but the employees all know who the jerks are. They could name the jerks for you. It's just cultural. People just don't want to do it.

I have to let the general manager do what makes the most sense, or I can't hold him accountable.

I basically was in charge of the Jackson 5 - all their creative, when it came down to the studio, and all their musical endeavors.

I can control how much work I put in for me to be consistent.

I'm fascinated by management and organizations: how organizations get things done and how successful organizations are built and maintained, how they evolve as they grow from start-ups to small companies to medium companies to big companies.

A positive, high-performance culture can quickly turn negative if the CEO is not rigorous in constantly articulating values and holding people accountable for both results and values.

A policy of knowing your replacement is one of the best ways to drive a growth culture. It anticipates and eliminates the most harmful politics in leadership for an expanding company and instantly sets the right tone for a high-talent, growth-mindset executive team.

Even as an 18-year-old, I had to grow comfortable with my leadership style, which is that I was really impatient with under-motivated people - extremely impatient, to the point where I was counterproductive as a manager of underproductive people. And that hasn't really changed. If people need to be motivated, I'm no good.

If you don't have public hangings for bad culture in a company, if you don't take people out and let them say, they went home to spend more time with the family. It's crazy.

Management is about human beings. Its task is to make people capable of joint performance, to make their strengths effective and their weaknesses irrelevant.

A lot of companies have nice-sounding cultural values like integrity, respect, and excellence, but if those values don't map to specific behaviors, then they quickly get lost. Instead, we see what's called a 'halo effect' where leaders tend to overvalue certain attributes and undervalue others.

What is clear is that business leaders must commit to champion change - to be transparent about their goals for change, to align their incentives systems to drive the change, and to make sure their work environments are flexible in a way that allows men and women who choose to work to be able to achieve all of their potential.

Start with good people, lay out the rules, communicate with your employees, motivate them and reward them. If you do all those things effectively, you can't miss.

Most companies are very quick to hire and slow to fire, when really it should be the other way around.

If you're going to give people authority and hold them responsible and ultimately accountable for their performance, you've got to get out of the way.

Teamwork makes the dream work, but a vision becomes a nightmare when the leader has a big dream and a bad team.

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

A manager is responsible for the application and performance of knowledge.

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

Startups are rapidly changing systems. If you use an annual review cycle, you aren't getting feedback at the same pace that you need to adapt and change the business.

As CEO of a big company, I have to be a kind of a champion of the interests of our people as insofar as their ability to do their job, to feel comfortable in their work environment, and to be able to fulfill their ambitions.

Talent is our No.1 operating priority and our most important asset.