workplace effectiveness Quotes

Every company that has an economist working for him has one employee too many.

If you work hard doing the wrong job, is it really work? Or is it some kind of fakery?

You cannot mandate productivity, you must provide the tools to let people become their best.

Law Number XXIX: Executives who do not produce successful results hold on to their jobs only about five years. Those who produce effective results hang on about half a decade.

Executives owe it to the organization and to their fellow workers not to tolerate nonperforming individuals in important jobs.

Thare is no chance of hurrying bussiness here like in the legeslature of a State thare is such a desposition here to Show Eloquence that this will be a long Session and do no good.

If there is any one secret of effectiveness, it is concentration. Effective executives do first things first and they do one thing at a time.

Personnel and their capacity for work on their exact jobs is the basic key to income and success.

Too many people spend more time planning how to get the job than on how to become productive and successful in that job.

Nothing disturbs me more than the downward trend of productivity in our nation today. The consequences of a decrease in productivity are a diminished standard of living, higher labor costs, less competitive prices, and more inflation.

If people don't learn to work by the time they're in their 30s, they're never very productive.

We have now well established the fact in our own nation that one can do more work in six days, even in five, than in seven. A run-down person is an unproductive person.

I'm at my best when I'm working. Breaks are not great for me. I get frustrated sometimes, if I have a long break and somebody says, "Oh, that must be nice!"

I have learned over the years that you should never save for two meetings what you can accomplish in one.

When a person travels through a few years with an organization, or with a partnership, or any other kind of working association, he leaves a 'wake' behind in these two areas, task and relationship: what did he accomplish and how did he deal with people?

My job is not only to give medals, you know, which certainly is part of my function. First and foremost, though, my job is about ensuring success of the work in various spheres. It is a kind of day-to-day spadework.

The first step toward making the worker achieving is to make work productive.