Ray Dalio Quotes

Imagine if you had baseball cards that showed all the performance stats for your people: batting averages, home runs, errors, ERAs, win/loss records. You could see what they did well and poorly and call on the right people to play the right positions in a very transparent way.

A leader's most important decisions are about people. Who do you put in which jobs? How long do you leave them in a job?

Clearly in my mind, I have two distinct positions - owner and manager. So I am open to reviewing my performance as a manager as any other person in Sun Pharma.

The game has a cleanness. If you do a good job, the numbers say so. You don't have to ask anyone or play politics. You don't have to wait for the reviews.

The most important thing a mayor does is hire talented people to run the city.

I just put people together. I just identified jobs that have to be filled. And then I have to go out and find the right people and make sure they talk to each other. So I'm the beneficiary of good things that other people do. I get credit for that. If they don't do a good job, I get the blame for it.

You put together the best team that you can with the players you've got, and replace those who aren't good enough.

Of everyone else who was running, and there were some very talented people, none of them had anywhere near the experience I had in hiring people, holding them accountable, creating systems for accountability.

I believe that you should put the right people around you, people that will not let anything go wrong.

When Department of Health and Human Services administrators decided to base 30 percent of hospitals' Medicare reimbursement on patient satisfaction survey scores, they likely figured that transparency and accountability would improve healthcare.

The most important role of a leader is to set a clear direction, be transparent about how to get there and to stay the course.

I'd rather deal with a big company, because at least I can sue them, and see them, and know what they're doing. Google, for instance, shows you everything they've collected on you, with a clearly written privacy policy. They tell you what they're doing with it. I'm not scared by that.

Money is always the least of the problems. It is finding the right business or growing the right business. You can't do that without the right people.

If you pick the right people and give them the opportunity to spread their wings and put compensation as a carrier behind it you almost don't have to manage them.

The great secret in life, I think, is to choose the right, people around you to do the job.

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

There is no longer any such brutal and flagrant assessing of government employees in the federal service as was customary ten years ago. There is not nearly so much as there is in the local, state, and municipal service

Although governments will also benefit from improved access to information, increased transparency will allow people at home and abroad to better observe and critique what governments do and to hold leaders accountable for their decisions. As a result, governments will find it harder to adopt strategies that require secrecy or violate international norms.

When something like this hits you in a campaign, you have to decide how you're going to respond, and we had a novel idea. What if, instead of responding with partisanship, we responded with a focus on results? What if we ran a campaign that was not about running against someone, but was about bringing people together behind a common vision? And so we decided to respond not with a negative ad but with something people find even sexier -- data points. And so we emphasized things like increasing per capita income in our city, increasing our city's population, and we stuck to those relentlessly, throughout the campaign, always bringing it back to those things by which our voters could measure, in a very transparent way, how we were doing, and hold me accountable if I got elected.

I have a good eye for talent, and my talent performs the best.

All of us that have teams want to pick the right people. I've thought a lot about that. In the NFL, we've got 13 scouts traveling the country. We're trying to pick 22 year-olds coming out of college who will be successful in the NFL. It's very hard to do. What I've learned is it's always character first.

When you're an engineer, you want to analyze things a lot. But if you believe that the most important data points are people, then you have to make conclusions in relatively short order. Because you want to push the people who are doing great. And you want to either develop the people who are not or, in a worst case, they need to be somewhere else.

In many cases, here we are, putting out reports that we're spending $100 million a year on, and we're telling the public, 'Oh, you don't have access to them.'

The first thing you always do is seek out the best people that you can find for your organization. If you find the best people, you can basically go anywhere you want to go because they will take you there.

Americans are analytical in their sports, which are very stop-start, so the numbers tend to add up. That's why Moneyball works for baseball. It doesn't work so well for football because it's a fluid game.