Best Performance Management Quotes & Sayings

When an employee truly understands the meaning of his work and gets recognition for his efforts he performs the best. — Abhishek Ratna

When determining appropriate levels of compensation, management must determine if the employee turnover rate is too low, too high, or just right. If turnover rate is high enough to adversely impact the entity's performance, then employee compensation is probably too low. — Jason Chaffetz

Metaphorically, if the enterprise is a vehicle, Enterprise Performance Management is like the gas pedal with speed scoreboard. — Pearl Zhu

As a multisport athlete, I was always fascinated with competition and how to win. At HBS and later at the Harvard Department of Economics, I was drawn to the field of competition and strategy because it tackles perhaps the most basic question in both business management and industrial economics: What determines corporate performance? — Michael Porter

I have a very simple rule when it comes to management: hire the best people from your competitors, pay them more than they were earning, and give them bonuses and incentives based on their performance. That's how you build a first-class operation. — Donald J. Trump

The goals of applying scoreboard are to translate the vision and strategic planning into operational goals; communicate strategy and link it to individual performance. — Pearl Zhu

Most organizations fail to manage performance effectively because they fail to look into the system holistically. — Pearl Zhu

The real purpose of performance indicator is to provide business insight and monitor the progress and performance. — Pearl Zhu

Sufferers of depression, who can elect to keep their feelings private, experience chronic, unremitting emotional alienation. Each moment spent "passing" as normal deepens the sense of disconnection generated by depression in the first instance. In this regard, depression stands as a nearly pure case of impression-management. For depressed individuals, the social requirement to "put on a happy face" requires subjugation of an especially intense inner experience. Yet, nearly unbelievably, many severely depressed people "pull off the act" for long periods of time. The price of the performance is to further exacerbate a life condition that already seems impossibly painful — David Karp

Imagine an organization where the physical plant honors the mission, celebrates the employees, shares information, holds people accountable, shapes the outside world's view and helps drive performance. That would be an organization which uses visual management. — Stewart Liff

Very few managers know how to effectively tap the biggest source of performance improvement available to them: namely, the creativity and knowledge of the people who work for them. — Alan G. Robinson

Mental Management is the process of maximising the probability of having a consistent mental performance, under pressure, on demand — Lanny Bassham

A scorecard assesses progress to strategic goals whereas a dashboard assesses performance to operational goals. — Pearl Zhu

It has been said, and only half in jest, that a tough, professionally led union is a great force for improving management performance. It forces the manager to think about what he is doing and to be able to explain his actions and behavior. — Peter Drucker

Exponential Results Requires Exponential Thinking and High Performance Teamworking with Growth Oriented Mindsets. — Tony Dovale

A manager of people needs to understand that all people are different. This is not ranking people. He needs to understand that the performance of anyone is governed largely by the system that he works in, the responsibility of management. — W. Edwards Deming

Own 100 percent of your focus. The most challenging of endurance drills will bring you to a level of optimal mental and physical performance. — Lorii Myers

The connection between health and productivity at work is intuitively obvious but has not been demonstrated to the satisfaction of either researchers or corporate financial officers. Ronald Kessler and Paul Stang help to bridge the usual gap between research and the marketplace with the help of a top-notch group of the best 'real-world' investigators obtainable-all in the cause of making the case that employee health should be treated as an investment in business performance-thus creating the new discipline of health and productivity management. — Sean Sullivan

The digital transformation scorecard allows you to focus on the most important things. Without scorecards, it will become like searching for a needle in the haystack. — Pearl Zhu

A company at the top of its game has accumulated a number of rules of thumb - implicit assumptions and beliefs about what has been central to its success. New technologies and business models belie or change some of those assumptions, but they only seem sensible if the management team can become aware of those implicit assumptions and mind-sets and suspend them for a moment to contemplate the change. It's very hard to do that with the inherited wisdom, experience, and lore of a company. This is why the failures of incumbents to capture the benefits of disruptive innovations are a result not of bad managers, but of good managers practicing what they have done best. Incremental innovations can quickly be scaled and incorporated. Disruptive innovations require changes in customer sets, business models, or performance metrics that are no longer consistent with what led to success in the past. — Stefan Heck

The use of KPIs is meant to improve and transform the organizational performance. — Pearl Zhu

So this is (a manager's) dilemma: The manager must retain control and focus people on performance. But she is bound by her belief that she cannot force everyone to perform the same way ... The solution is as elegant as it is efficient: Define the right outcomes and let each person find his own route toward these outcomes. — Marcus Buckingham

According to Brian Uzzi, a management professor at Northwestern University, networks come with three major advantages: private information, diverse skills, and power. By developing a strong network, people can gain invaluable access to knowledge, expertise, and influence. Extensive research demonstrates that people with rich networks achieve higher performance ratings, get promoted faster, and earn more money. And because networks are based on interactions and relationships, they serve as a powerful prism for understanding the impact of reciprocity styles on success. — Adam M. Grant

The overall organizational health needs to be measured via employee engagement, culture readiness, business agility, and customer-centricity, etc. — Pearl Zhu

To be sure, the fundamental task of management remains the same: to make people capable of joint performance through common goals, common values, the right structure, and the training and development they need to perform and to respond to change. — Peter F. Drucker

The goal of measurement is to not only do things right but do the right things and continuously improve doing that. — Pearl Zhu

What this implies at a deeper level is that many of what are now widely accepted principles of good management are, in fact, only situationally appropriate. There are times at which it is right not to listen to customers, right to invest in developing lower-performance products that promise lower margins, and right to aggressively pursue small, rather than substantial, markets. — Clayton M Christensen

All but a few of the organizations do not specifically promise to deliver superior investment performance although it is perhaps not unreasonable for the public to draw such an inference from their advertised emphasis on professional management. — Warren Buffett

Yet the drive to assess the performance of workers and to measure forms of labor which, by their nature, are resistant to quantification, has inevitably required additional layers of management and bureaucracy. What we have is not a direct comparison of workers' performance or output, but a comparison between the audited representation of that performance and output. Inevitably, a short-circuiting occurs, and work becomes geared towards the generation and massaging of representations rather than to the official goals of the work itself. — Mark Fisher

All you need is the will and the skill — Stewart Liff

Strategic-operational KPIs alignment gives the organization a powerful tool to use when implementing change. — Pearl Zhu

The British economy of the future must be built not on the shifting sands of boom and bust, but on the bedrock of prudent and wise economic management for the long term. It is only these firm foundations that we can raise Britain's underlying economic performance. — Gordon Brown

We find that firms with award-winning CEOs subsequently underperform, in terms both of stock and of operating performance. At the same time, CEO compensation increases, CEOs spend more time on activities outside the company such as writing books and sitting on outside boards, and they are more likely to engage in earnings management. — Daniel Kahneman

Broadly speaking, the KPIs of the organization needs to be the KPIs of the IT function. — Pearl Zhu

As we at all times criticise the Premier for his management of home affairs, call Mr Butler a fool for his Budget, find fault with Beecham's conducting, or Gielgud's performance, can we not, sometimes, say that our cricketers are not quite so brilliant as usual? — Margaret Hughes

I never use hedge funds because I am well aware of what drives future performance, and hedge funds start out with a great disadvantage in every major category: taxes, fees, risk management, transparency and liquidity. — Peter Mallouk

One of Eric's most basic rules is sort of a golden rule for management: Make sure you would work for yourself. If you are so bad as a manager that you as a worker would hate working for you, then you have some work to do. The best tool we have found for this is the self-review: At least once per year, write a review of your own performance, then read it and see if you would work for you. And then, share it with the people who do in fact work for you. This will elicit greater insights than the standard 360-degree review process, because when you are initiating criticism of yourself it gives others the freedom to be more honest. — Eric Schmidt

The goal of agility measure is to keep track of the most value-driven factors to lead business success. — Pearl Zhu

Our "default setting" is to be autonomous and self-directed. Unfortunately, circumstances - including outdated notions of "management" - often conspire to change that default setting and turn us from Type I to Type X. To encourage Type I behavior, and the high performance it enables, the first requirement is autonomy. People need autonomy over task (what they do), time (when they do it), team (who they do it with), and technique (how they do it). Organizations that have found inventive, sometimes radical, ways to boost autonomy are outperforming their competitors. — Daniel H. Pink

We all know business financial performance improves when more women are in senior levels of management and leadership. — Beth Brooke