Victoria Pendleton Quotes

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.

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

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

In business, there's a constant focus on developing strategies, reviewing executive performance against those strategies each year, engaging with opposing or different points of view, and having intellectual dialogue.

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.

Achieving the highest possible return on human capital must be every manager's goal.

A business like an automobile, has to be driven, in order to get results.

I always work the same way, starting from the beginning of the weekend, so I know at the beginning of the race, from all that I have analysed during the practice, whether I will win the race or not.

A manager's job is simple. For one hundred sixty-two games you try not to screw up all that smart stuff your organization did last December.

We… need to recalibrate our expectations for what we access as actionable intelligence. We need to lower that threshold to the appropriate level and we need to have a higher threshold tolerance for pain in the event that we miscalculate or things go wrong or people get caught or something happens.

Too often in business, only financial data is gathered - and then it is distributed only to management. Other key indicators that relate to performance areas also need to be tracked. Information on performance has to be made available to those people who can best use it - those doing the work.

The key to our business, it's a lot of research.

We are constantly under lots of pressure, so I take lots of time to recover and do all the things I need for my body to be in the perfect state to compete the next day.

No matter what, the entrepreneur must strive to be above average and, at the same time, understand what is driving those averages they are seeking to beat. Take the time to understand and test the metrics you are using, and then you can not only set the average, you can exceed it.

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.

I research best practices and recipes for success and failure to craft personalised policies for my city.

Every single workout counted when I trained, I didn't miss any meals and made sure I got my sleep.

I'm a good listener, and I take into consideration everything people tell me, but at the same time, I believe my eyes as well as the experience I had as a player. So players who underperform? There has to be a reason why... my job is for them to perform.

When you are performing at the top level you don't get many chances to go back to basics as you are in elite performance mode. It's hard to break your technique or action down when it always needs to be at a match intensity.

We're always trying to evolve and find more efficient ways, more fluent ways to evaluate our players, evaluate our opponent and evaluate our prospects.

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.

Many who know me or have worked for me are aware of my penchant for strategic planning. I consider it a critical component of the success of any organization and believe in the value of planning for a company's needs over multiple time horizons, as well as reviews against that plan at regular intervals.

What you do on the field can only be a positive if you take care of what you need to off the field, and that means recovery and refueling.

I am an athlete, and I focus more on the issues that concern me: training, perform, eat, sleep.