Charles J. Givens Quotes

Stop setting goals. Goals are pure fantasy unless you have a specific plan to achieve them.

What gets left out is the narrative between the bullets, which would tell us who's going to do what and how we're going to achieve the generic goals on the list.

Priorities are the yearly goals that I'm most interested in achieving, then they become operationalized through weekly goals.

We made certain that there were decent transitional arrangements to get us to where we wanted to go. The same principle will have to apply here or we won't get there.

Team and individual goals are great, but not understanding how we achieve those goals and the work it's going to take to achieve those goals, if you don't understand that process, then it doesn't matter.

I've got a long-term plan.

Most businesses fail because they want the right things but measure the wrong things, and they get the wrong results.

We have a responsibility to make sure that the limited resources we have are spent efficiently and effectively and that programs achieve their mission.

With a definite, step-by-step plan - ah, what a difference it makes! You cannot fail, because each step carries you along to the next, like a track.

Action to be effective must be directed to clearly conceived ends.

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.

But with lots of good ideas, implementation is the key, and so we need to keep our eye on the ball as we go forward and make sure that people honor their pledges in terms of financial commitments, and that we actually use this money so that it makes a real difference.

Good plans shape good decisions. That's why good planning helps to make elusive dreams come true.

A policy needs a clear goal.

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

My job is not to make decisions but to set stretch objectives and help our managers work out how to reach them.

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

There is not really any point in having a big squad if you don't use it.

The most valuable advice I can give is plan for your success. Write down your ideal goal, creating checkpoints for yourself along the way that align with the end goal. Set up rewards for achieving both little victories and big ones.

It's just like, you make a goal list - you write your goals down, you check it off once you get there and you make a new one.

As a mayor, my instinct is to really think about how to get something done and not to make the promise unless you have some view of the pathway. You don't have to have it all figured out, but you have to have a pathway there.

The work of the CSSF and Prosperity Fund is guided by the National Security Council. As chair of the National Security Council Sub-Committee that oversees both funds, I am working to ensure that they are accountable and measurable against their intended objectives.

Planning defines the particular place you want to be and how you intend to get there. It's a responsibility rather than a technique.

Vague goals produce vague results

Be clear about what you want to accomplish, and whether the circumstances surrounding you are actively helping you toward the goal.