Carol Bartz Quotes

You got to be rigorous in your appraisal system. The biggest cowards are managers who don't let people know where they stand.

Traditional performance reviews have passed their sell-by date. Big time. There's research showing that roughly two-thirds of performance appraisals have either no effect - or a negative effect! - on employee performance.

For a manager to be perceived as a positive manager, they need a four to one positive to negative contact ratio.

I'm getting positive feedback for my acting so we'll see if any other interesting parts come up.

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.

A lot of companies lock up for a few weeks once a year for performance reviews. But there's a way to collect feedback in real time from Slack so that by the end of the year, you've already stored up all of this information.

The healthiest companies are always characterized by organic talent development.

No manager in the world gets good results all the time and you know there's people always ready to have a snipe. In fact I'm my own biggest critic, I really am. Because my own standards are so high, I criticise myself behind the scenes more than perhaps I should, according to people who know me well.

You get what you reward. Be clear about what you want to get and systematically reward it.

Most corporations have human-resources processes that involve discussions with your manager, performance evaluations, calibrations for performance and potential succession planning.

Regular feedback is one of the hardest things to drive through an organization.

We have a training period; we have certain guidelines and structure. You can't hire talented people and stifle them. That's not the way it works anymore.

Constructive criticism is about finding something good and positive to soften the blow to the real critique of what really went on.

Eliminate numerical quotas, including Management by Objectives.

Done right, a performance review is one of the best opportunities to encourage and support high performers and constructively improve your middle- and lower-tier workers.

I try to motivate people and align our individual incentives with organizational incentives. And then let people do their best.

You measure your people and you take action on those that don't measure up.

I'm a person who believes in close monitoring and knowing what everyone on the staff is doing.

Most of the coaches just tell you, 'No, no, you're doing well. This is fine.' But I actually want someone who will tell me what I didn't do right so that I can improve.

The most important thing is that you hire people who complement you and are better than you in specific areas. Good people hire people better than themselves. So A players hire A+ players.

Millennials tend to appreciate regular feedback because they want to feel that their work matters and that they are making a difference in the workplace. As the youngest generation at most organizations, they also tend to be hungry for growth and development opportunities.

We know that recognition and intrinsic motivation are important to our success, but the key is finding ways to effectively operationalize them.

I have high expectations for the people who work for me. I figure that if they work really hard and do a good job on one of my campaigns or in my office, that experience will serve them well later on.

Frankly speaking, if I care what people write, whether it is positive or negative, I believe, personally, I'm on the wrong path.

If performance management were a movie, it will become less 'Gladiator' and more 'Moneyball.'