Mark V. Hurd Quotes

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

If people want to criticize a performance, that I understand. I think that's important.

Eliminate numerical quotas, including Management by Objectives.

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.

I live or die by how well I act.

Short of hiring a new staff, consider giving subpar workers a chance to improve. Tell them why they're not measuring up and give them a set amount of time to make specific improvements.

We will also have a more rigorous approach to professional development and managing unsatisfactory performance.

When it comes to work, there is a fear factor around meritocracy. People are afraid of being openly judged. However, when you know what you are being measured against, it's empowering.

Pressure is always on if you don't perform. There is no question.

When my number's called, I'll perform.

You have to take care of your guys. If a guy underperforms, you get rid of him. If a guy overperforms, you take care of him.

You should always know how you're doing against your metrics. You should always have a weekly review meeting every week.

The best job goes to the person who can get it done without passing the buck or coming back with excuses.

Pop is totally results-oriented and there is a very strong feedback loop.

No more duty can be urged upon those who are entering the great theater of life than simple loyalty to their best convictions.

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

I really feel like my goal, and I don't always achieve it, is to do the best work I can do, and stay out of the results. Because ultimately, the result is not what the work is about. There are other people whose jobs are to focus on those results and maximize them, and that's great. Let them do their job.

It is much more difficult to measure nonperformance than performance.

I always concentrated on doing the very best that I could in the job and the duties that I was assigned.

I work for a place that's been great to me over the years, and when you make a mistake, you're hurting your company as well.

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

I wasn’t hired to do well in the polls. I was hired to do a good job.

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.

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.

What gets lost is we wouldn't be who we are and as successful as we have been if we didn't have a decent batting average.