Cindy Gallop Quotes

Don't be afraid to let someone go if it's not working. You're not a bad boss. You're not a bad CEO.

I have had hundreds of people work for me over the years, and I don't think I ever fired anybody.

If you are building a culture where honest expectations are communicated and peer accountability is the norm, then the group will address poor performance and attitudes.

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

The key to good management is keeping the guys on your team who hate your guts away from the guys who haven't made up their minds.

I think we are reluctant to move people out of an organization when there is not a good fit. It is typically not because someone is stupid or lazy or incompetent; it is a lot more subtle than that.

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.

Most companies are very quick to hire and slow to fire, when really it should be the other way around.

In the minds of great managers, consistent poor performance is not primarily a matter of weakness, stupidity, disobedience, or disrespect. It is a matter of miscasting.

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.

Successful companies hire people.

I find being a manager really challenging. For instance, I don't enjoy some of the administrative tasks that go along with hiring and firing.

I think it is rewarding to manage, but it is not what I am passionate about. Managing more than 200 people, maybe 150 people, isn't fun to me and is not my skill set.

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.

The need for strong partners and employees persists throughout the life of a company, but it is especially important in the beginning.

I think I'm overrated as a recruiter.

I haven't seen a single institution in the corporate world operating smoothly without a HR team.

I was a lousy player with virtually no experience managing.

A well-run organization turns over 10% of their organizations, including senior leadership. I don't have the heart to do that.

Federal employees are not rewarded for performance or excellence or results but, rather, for showing up, and often times, they don't even do that.

I'm not a great boss because I don't like to tell other people what to do.

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.

My job is to show them clearly what they are doing, and what they are doing wrong on the pitch. To help them know why and understand why, even if you prepare and understand the plan, why you are doing always the same mistakes.

I love football. But it goes through periods of poor play.

Accountability is a two way street. We can't just make it easier for us to fire people; we must make it easier for us to hire people. It takes VA an average of 240 days to complete the hiring process for executives joining VA from outside government. We are losing talented people because it simply takes too long.