Manage Performance Quotes & Sayings

People who are great thinkers, in science or in art, people who are great performers, have to have that kind of capacity. Without that kind of capacity, it's extremely difficult to manage a high level of performance because you're going to get a lot of extraneous material chipping away at the finery of your thinking or the finery of your motor execution. — Antonio Damasio

If you successfully manage to organize organic search engine optimization and Pay Per Click efforts, you must be eager to know their positive results for your business. For that you can track and analyze the successful campaigns results with different techniques. Through these techniques you will get great overview of your performance, and you can easily track a solid measure of your success. — Mattias Ripa

When companies create ridiculous and demoralizing rules to halt the outlandish behavior of a few individuals, it's a management problem. There's no sense in alienating your entire workforce because you don't know how to manage performance. It makes a bad situation that much worse. — Travis Bradberry

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

The switch from ten-cylinder to eight-cylinder engines means that each manufacturer has to redevelop its power train. Not all will manage to successfully combine performance with reliability the first time around. That could shake things up a bit when it comes team hierarchy. — Michael Schumacher

Leaders approach conflict with an eye for resolution. When handled effectively, successful confrontations raise team performance. To manage conflict effectively, you must begin by recognizing there are three sides to every story:
Yours / Theirs / The Truth — Angie Morgan

I don't think that many performers necessarily want to see their audience empowered. I think a lot of performers, no different from priests, need the hierarchy. Modern, celebrity-driven entertainment turns the stage into an altar, and so many celebrities refuse to be removed from those altars once they manage to ascend. They will not be taken down - the Goddess is offended ... As a storyteller in the old tradition, you held an important place at the circle. Your position was fluid, not necessarily permanent, but it demanded that you respected the others witnessing your performance as much as they respected you. All storytellers, all troubadours worth their salt knew their myths. — Tori Amos

Smart cities are those who manage their resources efficiently. Traffic, public services and disaster response should be operated intelligently in order to minimize costs, reduce carbon emissions and increase performance. — Eduardo Paes

True, the number of functional managers should always be kept at a minimum, and there should be the largest possible number of 'general' managers who manage an integrated business and are directly responsible for its performance and results. Even with the utmost application of this principle the great bulk of managers will remain in functional jobs, however. This is particularly true of the younger people. A — Peter F. Drucker

Everest attempt at sixty-two, three weeks after undergoing surgery for kidney cancer, marathon des Sables six months after it was amputated fingers and toes, be measured by the diagonal of Fools four weeks after ablation of a metastasis to the lung, is this possible? Cancer does not stop your life, giving up your dreams or your goals, it is simply a parameter to manage, no more, no less than all the other parameters of life.
How to ensure that the disease becomes transparent to you and your entourage, almost insignificant in terms of trip you want to accomplish? This is precisely the question that Gerard Bourrat tries to answer in this book. To make a sports performance, to live with her cancer, to live well with amputations, the path is always the same: a goal, the joy of effort, perseverance and faith.
This book does not commit you to climb Everest, to run under a blazing sun, walking thousands of miles, it invites you to conquer your own Everest. — Gerard Bourrat

Effective teamwork will not take the place of knowing how to do the job or how to manage the work. Poor teamwork, however, can prevent effective final performance. And it can also prevent team members from gaining satisfaction in being a member of a team and the organization. — Robert Bales

The ability to manage your emotions and remain calm under pressure has a direct link to your performance. — Travis Bradberry

Operating divisions that manage their own long-term strategic uncertainty will most likely end up mediocre performers, avoiding high-risk bets to increase their odds of survival. In addition, since great performance demands relentless focus on a particular strategy, devoting resources - especially management time and attention - to creating options is typically beyond the capacity of an operating division. Consequently, Strategic Flexibility is not something a successful operating division can typically create for itself. Only by focusing the corporate office on the management of uncertainty can the overall corporation achieve high results (thanks to commitment-focused divisions) at lower risk (thanks to the uncertainty-focused corporate office). — Michael E. Raynor

Our age makes higher demands of solidarity and benevolence on people today than ever before. Never before have people been asked to stretch out so far, and so consistently, so systematically, so as a matter of course, to the stranger outside the gates" (p. 695). How do we manage to do it? Or how could we? "Well, one way is that performance of these standards has become part of what we understand as a decent, civilized human life" (p. 696). The mechanism then becomes shame: to not meet these expectations is not only to be abnormal but almost inhuman. One can see this at work in a heightened version of holier-than-Thou: You don't recycle (gasp)? You use plastic shopping bags (horror)? You don't drive a Prius (eek!)? "You won't wear the ribbon?!"44 This has to also be seen in light of Taylor's earlier analysis of the sociality of mutual display and the self-consciousness it generates (pp. 481-82). So what we get is justice chic. — James K.A. Smith