Judy Smith Quotes

They know what my standards are. They know what I need and how to get it to me, and they know how to communicate with me if for some reason they can't get it.

There's strong data that, within companies, the No. 1 reason for ethical violations is the pressure to meet expectations, sometimes unrealistic expectations.

You can't blame someone for not knowing what his or her job should be if you don't ask for it right off the bat.

When the club offers you the job, they say what the club expects from you. If the club says to you, 'I want you to win the Champions League, the Premier League, the Carabao Cup,' you say, 'OK, you want to win this and this and this? Can you give me this and this and this?'

Good parts just don't fall off trees. I try to be very careful about what sort of projects I attack. There's an audience out there that expects high standards from me.

The pressure is always there to do my best. I feel happy that I have an audience that looks forward to my next project. I have to make sure that I deliver.

It's very rare that I get really upset about something my assistants have done.

No organization, whether it's police or physicians or whatever, wants to have its errors held up to the light of day, but it's wrong, as is coming out so well.

In any leadership position, you're always going to be disappointing somebody.

People lead complicated lives and aren't hanging on your every word or the company mission statement. You have to become a broken record of your expectations of the organization and show people why it is relevant and how it works in specific ways.

When you work on a text of a lesser quality, as the interpreter or the delivery person, you are obliged to try to fill it out as you see so many people do in lesser work.

Here in America, people are very professional.

In this job, you're going to make decisions. You'll say things that some people are going to love them, some people are going to hate them. It's just part of the job.

An actor has no more right to be temperamental than a bank clerk.

But the ability to articulate what you are doing, to be clear about it, and to stick to it is, I think, the essence of political leadership.

I always said to myself that the minute I thought I'd slipped, and not be the player I wanted to be, it was time for me to go.

What gets measured, gets done.

I think if you don't give people the tools and the expectations for success, and yet hold them to some value, then you're difficult to work with.

I don't complain, say, 'I can't do this, I can't do that.' You don't do that with a big professional director. If you do that, you won't be able to do TV.

All good performance starts with clear goals.

If you're the star of a show, the next one has to be as good or better, and if you're doing a series, if anything goes wrong, it's your fault. There's nobody else to blame.

If I'm paying people, and they're not handling my business right, I have to check them. 'Cause sometimes you're nice, and people don't jump on what they're supposed to do, but if you go in there screaming at everybody - 'Look, why aren't my posters up?' or 'Why wasn't my single out on this day?' - then they jump right on it.

Government doesn't have a high tolerance for failure.

Not having to constantly remind everyone what's required is an important part of being successful.

As professionals, you always have to perform to the top of your ability.