Performance Monitoring Quotes

We are hiring too many people who are called politicians, and we are not holding them accountable…. You do not hire someone and not tell them what to do. Make a trip to Washington and see that they are doing what you want them to do.

I tend to watch the score board a lot.

What I learned from Rockefeller that's off-the-hook important is: You need to know exactly where you stand in a business at all times. Measure everything, because everything that is measured and watched improves.

There's nothing wrong with pitch counts. But not when it's spit out by a computer, and the computer does not look at an individual's mechanics. And you can't look at his genes. It should come from the individual and the pitching coach and the manager.

I think in running, to be honest, that even though athletes are very dedicated and are willing to train and do whatever they need to do to prepare, more often than not they're not in a very professional environment where you've got a high performance director and a coach that are really monitoring your daily activities.

When I give a man an office, I watch him carefully to see whether he is swelling or growing.

Anything that is measured and watched, improves.

What gets measured gets improved.

Practically, systemic thinking can be used to identify problems, analyze their boundaries, design strategies and policy interventions, forecast and measure their expected impacts, implement them, and monitor and evaluate their successes and failures.

What's important at the grocery store is just as important in engines or medical systems. If the customer isn't satisfied, if the stuff is getting stale, if the shelf isn't right, or if the offerings aren't right, it's the same thing. You manage it like a small organization. You don't get hung up on zeros.

Successful businesses measure and count things. I think that's a safe assumption on top of which we can drop the following hypothesis: unsuccessful business either measure nothing, the wrong things, too many things, or finally, they measure the right things but they don't communicate the measurements efficiently.

I hate tenure. Tenure allows teachers to put their feet up on the desk and possibly have a job forever. That's why I got turned on to charter schools. It's a business model. Every employee and every teacher will be monitored by performance.

In setting goals and executing a strategy, Wanda is sophisticated. We have good systems and departments. If targets are not reached, a yellow light goes off.

The candidates before you know that the IFP has set up a system of deployed IFP national and provincial leaders who are not only monitoring the performance of candidates during these elections but will also do so after these elections.

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.

I have a computer screen near my seat where I monitor the overall health of the vehicle and pick up any problems that might be occurring early on or once we see any kind of a malfunction or anything unusual that's happening, we can look at the data and figure out what that is.

Managers watch over our numbers, our time and our results. Leaders watch over us.

And if I'm ahead, I can sometimes tell. It might mean I'm having a good swim, but pretty much, I'm just focused on how fast I'm going, how fast I'm feeling, and pretty much block everything out, the sounds, the sights, just kind of listen to the rhythm of the water, and just maintaining the same stroke, the same rhythm, the same tempo, and thinking about how I want to get my hand to the wall.

If I'm paying people, and they're not handling my business right, I have to check them. 'Cause sometimes you're nice, and people don't jump on what they're supposed to do, but if you go in there screaming at everybody - 'Look, why aren't my posters up?' or 'Why wasn't my single out on this day?' - then they jump right on it.

We strive for a culture of constant communication. Team members know in real time if there are performance issues. Team leaders know in real time if a team member is unhappy.

People want to know on an ongoing basis, 'Am I doing right? Am I moving in the right direction? Do you think I'm progressing?' Nobody's going to wait for an annual cycle to get that feedback.

How can you be on top of the things you do? I think when you are involved in a business, first of all you need to know the business. After that you know the business, you can - the numbers tell you what is happening. You can read with the numbers.

A typical medical practice is like an old-fashioned business which keeps all of its records on paper. It can probably track down any individual transaction if it needs to, but it's basically helpless when it comes to overall measurements of performance. And that's the big problem.

This whole science thing of working out if players are a little bit tired just gives you an excuse to leave them out.

They trained mostly by time periods, checking their pace for known distance only on special occasions.