Brian Eno Quotes

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

I'm not worried about good numbers or bad numbers. You worry about the process.

What gets measured, gets done.

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

In order to learn how to do something well, you have to fail sometimes. In order to fail, there has to be a measurement system. And that's the problem with most philanthropy - there's no measurement system. You give somebody some money to do something and most of the time you can really never measure whether you failed or succeeded in your judgment of that person or his ideas or their implementation.

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.

I demand pretty aggressive goal setting and a commitment to measured progress towards those goals because I don't like surprises. I don't even like good surprises.

What you measure and reward is what you're going to get.

It is much more difficult to measure nonperformance than performance.

You don't reward reaction; you reward results.

Women politicians tend to lead by being accountable for results. We focus on goals and outcomes. You can't get by on just swagger.

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.

If you just give somebody a blank check without any deliverables associated with that, you're not going to get the improvements that you want to get.

I believe you accomplish what you measure.

Progress is made where progress is measured.

To me, error analysis is the sweet spot for improvement.

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.

Great companies have high cultures of accountability, it comes with this culture of criticism I was talking about before, and I think our culture is strong on that.

Support what works and stop supporting what does not work.

Vision without execution is hallucination.

There is a higher degree of operational excellence and rigor demanded of Stripe than of most companies.

I never judge myself according to the expectations of others. I judge myself by the jobs I've been given over the years and by the extent to which I succeeded in those jobs.

I think at least my philosophy of leadership is you focus more on the areas you have to improve or the mistakes than you do on your successes. And that's just how I am in real life. I don't want to let down my customers, my employees, my shareholders.

This is something you learn as soon as you walk through the doors at Old Trafford: that you're never better than your last performance. You always have to improve on your last performance.

In business, we use certain principles to measure performance, and I envision applying those principles in the public sector.