Aaron Ramsey 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.

Data not only measures progress—it inspires it. Once you start measuring problems, people are more inclined to take action to fix them, because nobody wants to end up at the bottom of a list of rankings.

If you start thinking about stats it can get too complicated and you just have to go out there and play your game.

The strategy of my coach and me was that we looked at pictures of all the best pole vaulters from around the world, and we took the best parts from them, and we created a person that had never existed. We then started to work toward being such a person.

I missed the final of the World Championships in 2009, but I told the coach I would break the world record in 2010. Which I did. Then in 2011 I won the World Championships and now in 2012 it is the Olympics. That is how I have been working.

What I learned from Rockefeller that's off-the-hook important is: You need to know exactly where you stand in a business at all times. Measure everything, because everything that is measured and watched improves.

Each time you go to the same track you know whether you're improving or whether you're not... it's not open to interpretation. It's measurable - unlike acting.

In business, the idea of measuring what you are doing, picking the measurements that count like customer satisfaction and performance... you thrive on that.

Eliminate numerical quotas, including Management by Objectives.

Quickness and momentum. You take the whole last generation of sports, listening to them, even reading about them, watching the games, analyzing them, arguing about them, instant-replaying them, second-guessing them, and all you'll distill from them is quickness and momentum.

Before I go up against the best forwards in the world - Cristiano Ronaldo, Lionel Messi, Neymar - I study their strengths and weaknesses like an obsession, and then I plan how I am going to attack. My goal is to show the world that Dani Alves is on the same level.

I'll look at stats after a game to see the work I've done in different areas.

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.

I can just remember games as a young player, counting my stats on the sideline. 'What am I now? I'm this many completions for this many attempts. I wonder what my rating is.'

I'm really trying to understand my game.

I am in a frame where I want to enjoy cricket. Of course, I think about my game: how I got out, what I could have done better. But that I think for half-an-hour and that's enough.

I can train harder and put myself through more punishing efforts now than I used to do, having done the Tour de France, and come off the road now.

Many times after a game, I get the feeling that I have not done enough, I should have done better, of course there is room for improvement.

I'm not a numbers type of guy who says I need this many yards, this many touchdowns.

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

Personally, I don't focus much about the statistics of goals and assists. I always want to improve, but I'm not worried about statistics.

Analytics only goes so far. Basketball, more than baseball, for example, is really a team sport.

Sometimes I need to look at the scoreboard to figure out whether I'm batting hundred-plus or whether I am on zero.

Successful businesses measure and count things. I think that's a safe assumption on top of which we can drop the following hypothesis: unsuccessful business either measure nothing, the wrong things, too many things, or finally, they measure the right things but they don't communicate the measurements efficiently.

You can't control what you can't measure