Quotes & Sayings About Performance Management

The great challenge to management today is to make productive the tremendous new resource, the knowledge worker. This, rather than the productivity of the manual worker, is the key to economic growth and economic performance in today's society. — Peter Drucker

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

A performance dashboard is a practical tool to improve management effectiveness and efficiency, not just a pretty retrospective picture in an annual report. — Pearl Zhu

Every measure selected should be part of a link of cause-and-effect relationships, and ultimately affect the growth and long-term perspectives of the organization. — Pearl Zhu

There is no such thing as time management. There is only the mindset that optimally manages the self and its actions. — Tony Dovale

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

The final relationship that cannot be ignored is with disrupters:
They are individuals who cause trouble for sport - inciting opposition
to management for a variety of reasons, most of them petty.
Usually these people have good performance - that's their cover - and so
they are endured or appeased.
A company that manages people well takes disrupters head-on.
First they give them very tough evaluations, naming their bad behaviour
and demanding it change.
Usually it won't. Disrupters are a personality type.
If that's the case, get them out of the way of people trying to do their
jobs.
They're poison. — Jack Welch

The scoreboard is strategy focused, and the dashboard is operation oriented. — Pearl Zhu

The reason is that good management itself was the root cause. Managers played the game the way it was supposed to be played. The very decision-making and resource-allocation processes that are key to the success of established companies are the very processes that reject disruptive technologies: listening carefully to customers; tracking competitors' actions carefully; and investing resources to design and build higher-performance, higher-quality products that will yield greater profit. These are the reasons why great firms stumbled or failed when confronted with disruptive technological change. — Clayton M Christensen

The right set of unique digital capabilities directly decides the overall organization's competency and growth potential, to build high-effective, high-responsive, high-intelligent and high mature digital organization. — Pearl Zhu

Metric is part of transparent visual management allowing pulling. — 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

Breakthrough Management Group International (BMGI) India is the strong Global Consulting firm mainly focuses to provide consultant services establish a profitable business with the challenging success. — Breakthrough Management Group International

The nutshell version is that you need to think about the employee mindsets, behaviors, knowledge, and expertise that are potentially linked to the performance outcomes of interest. — Pearl Zhu

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

It is difficult to have a highly competitive organization without highly competitive talent. — Pearl Zhu

The business management is, in essence, the decision management and performance management continuum. — Pearl Zhu

Master data management is a discipline that goes hand in hand with information governance. Forward-thinking organizations are instituting processes to gain agreement on roles, responsibilities, policies, and procedures surrounding the maintenance of a single view of the entities needed for conducting business and measuring its performance,. — Henry M. Morris

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

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

Running IT as a business, IT performance has to be clearly linked with the business performance. — Pearl Zhu

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

Any individual indicator can be a lead or lag indicator depending upon the context and explanatory model chosen. — Pearl Zhu

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

important components of the management system. It is the process by which top management reviews the effectiveness of the system and analyzes the performance of the organization. — Craig Cochran

Organizations are perfectly designed to get the results that they get. — Stewart Liff

The organizational design is part of digital strategy management which needs to go neck-in-neck with performance management for improving organizational effectiveness and maturity. — Pearl Zhu

Corporate performance management systems and processes are gradually moving away from a static, unidirectional, and time-bound avatar to a more dynamic, continuous, and interactive state. — Pearl Zhu

The one and only personality trait the effective ones I have encountered did have in common was something they did not have: they had little or no 'charisma' and little use either for the term or what it signifies." Supporting Drucker's claim, Brigham Young University management professor Bradley Agle studied the CEOs of 128 major companies and found that those considered charismatic by their top executives had bigger salaries but not better corporate performance. We — Susan Cain

IT metrics need to evolve to something that matters to the business audience; at the same time that "business sentiment" needs to get put into something more tangible. — Pearl Zhu

Performance of management should be measured by potential to stay in business, to protect investment, to ensure future dividends and jobs through improvement of product and service for the future, not by the quarterly dividend. — W. Edwards Deming

You should always leverage performance and potential, look at the overall success of the company for the long run. — Pearl Zhu

Leadership is lifting a person's vision to higher sights, the raising of a person's performance to a higher standard, the building of a personality beyond its normal limitations. Peter F. Drucker and Joseph A. Maciariello, Management: Revised Edition, 2008, p. 288. — Joseph A. Maciariello

Management means, in the last analysis, the substitution of thought for brawn and muscle, of knowledge for folkways and superstition, and of cooperation for force. It means the substitution of responsibility for obedience to rank, and of authority of performance for the authority of rank. — Peter Drucker

We are only constrained by the boundaries of our imagination — David Moffett

Don't just play the number game, but connect the contextual dots and focus on the overall business objectives. — Pearl Zhu

Motivating employees to work at their full potential is the main premise of successful management. — Eraldo Banovac

Forward-thinking means to focus on the future, even a few steps ahead, to build the long-term prosperity. — Pearl Zhu

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

Measure thinker performance and doer performance differently but objectively. — Pearl Zhu

In the minds of great managers, consistent poor performance is not primarily a matter of weakness, stupidity, disobedience, or disrespect. It is a matter of miscasting. — Marcus Buckingham

There is a need to evaluate the performance of employees in a more objective and continuous way. — Pearl Zhu

The most basic problem is that performance appraisals often don't accurately assess performance. — W. Edwards Deming

Performance metrics are numbers in context, results are related to your strategic goals. — Pearl Zhu

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

Enterprise Performance Management is an overarching umbrella for other management disciplines. — Pearl Zhu

The "self-driven" talent performance management is pursuing the digital way to run a purpose-driven organization. — Pearl Zhu

What counts that we're not counting? — Frank Sonnenberg

Corporation performance Management is all about managing performance by that data (KPIs) which really matters. — Pearl Zhu

another drawback is inadequate training. Management training on a regular basis is a sine-qua-non for good performance in management. The principles of management are basically the same as they involve men, money and materials. Applications vary slightly depending on the nature of what is being managed, at what level and for what purpose. New ideas, innovations and new practices may emerge from time to time which a manager needs to be conversant with. Otherwise he will be way behind or even obsolete. Training and exposure act as tonic for renewal and reshaping of a manager. There can be no adequate substitute for such training, interaction and exposure until one ceases to be an active manager. To think that once one is in management position, there is no further need for training through formal and informal interaction and exposure is, I believe, the height of folly. — Olusegun Obasanjo

The innovation indicators vary depending on who is doing the measuring, and how they are measuring. It's contextual. — Pearl Zhu

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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 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

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

The goal of measurement is to not only do things right but do the right things and continuously improve doing that. — 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 overall organizational health needs to be measured via employee engagement, culture readiness, business agility, and customer-centricity, etc. — Pearl Zhu

Every organisation, not just business, needs 1 core competence: Tactical execution — Tony Dovale

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

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

A dashboard needs to be light, focus on "K" in KPIs. — Pearl Zhu

A balanced scoreboard needs to provide the balanced view of business progress; perhaps it also has the "unbalanced" nature to do prioritization. — Pearl Zhu

Keep strategy management and performance management synchronized to accelerate digital transformation. — Pearl Zhu

When rewards ignore individual performance, the incentive to strive for excellence is lost. — Frank Sonnenberg

EMA research evidences strong and growing interest in leveraging log data across multiple infrastructure planning and operations management use cases. But to fully realize the potential complementary value of unstructured log data, it must be aligned and integrated with structured management data, and manual analysis must be replaced with automated approaches. By combining the RapidEngines capabilities with its existing solution, SevOne will be the first to truly integrate log data into an enterprise-class, carrier-grade performance management system. — Jim Frey

When we'd suggested doing it, the Theatre Royal management had said, 'Nobody wants to see Waiting for Godot.' As it happened, every single ticket was booked for every single performance, and this confirmation that our judgment was right was sweet. Audiences came to us from all over the world. It was amazing. — Ian McKellen

As much as we think of performance management as numeric and thus perfectly quantifiable, it is as much a product of context and social science as the products we design and develop. — Steven Sinofsky

At Wal-Mart, a co-worker once advised me that, although I had a lot to learn, it was also important not to "know too much," or at least never to reveal one's full abilities to management, because "the more they think you can do, the more they'll use you and abuse you." My mentors in these matters were not lazy; they just understood that there are few or no rewards for heroic performance. The trick lies in figuring out how to budget your energy so there'll be some left over for the next day. — Barbara Ehrenreich

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

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

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

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

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