Abigail Johnson Quotes

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.

What gets measured, gets done….Results measurement is now mainstreamed

Stop setting goals. Goals are pure fantasy unless you have a specific plan to achieve them.

We need to make sure that the things we are already working on turn out to do the things we believe they can do and creating value both for the world and ultimately for Google.

Pop is totally results-oriented and there is a very strong feedback loop.

Efficiency is doing things right; effectiveness is doing the right things.

Great leaders state out loud what they intend to do and in doing so, they get things done.

What gets measured, gets done.

Support what works and stop supporting what does not work.

Vision without execution is hallucination.

The more Strategic Work you do, the more effective, productive, and joyful the Tactical Work becomes.

I think the great part about what I do is that there's a scoreboard. At the end of every week, you know how you did. You know how well you prepared. You know whether you executed your game plan. There's a tangible score.

Build an environment that empowers your team to take risks. Set metrics for what needs to be achieved and measure against them to track progress along the way. If targets aren't being met, challenge your team to reassess and come back with a new strategy. And create a culture where people are awarded for challenging the status quo.

There has to be active, hands-on management in concert with the manager to lead the organization and make sure that the standards that we set for the organization as a whole are being lived up to.

The signal of the importance of something is whether you're actually measuring it and you're holding people accountable to improving those numbers.

My job is not to make decisions but to set stretch objectives and help our managers work out how to reach them.

Without execution, 'vision' is just another word for hallucination.

I think at least my philosophy of leadership is you focus more on the areas you have to improve or the mistakes than you do on your successes. And that's just how I am in real life. I don't want to let down my customers, my employees, my shareholders.

This is something you learn as soon as you walk through the doors at Old Trafford: that you're never better than your last performance. You always have to improve on your last performance.

If we focus on processes, the results will automatically take care of themselves.

Modi failed miserably on most counts. He lacks the vision that a leader needs to possess and a strategy to achieve the vision and outcomes.

We know our future's not guaranteed, so every day, we have to relentlessly pursue additional actions to drive our competitiveness.

If you just give somebody a blank check without any deliverables associated with that, you're not going to get the improvements that you want to get.

The best risk to take is to look to score goals and to play a lot.

Put your goals on paper, or an Excel spreadsheet. Measure every day, 'Did I do my best to...?' Your problems won't disappear, but you will exist in a different relation to them, and you will improve.