Paul Ryan Quotes

We must measure what leads to results, not simply what is easy to measure.

I believe you accomplish what you measure.

Too many policies, programs and institutions are judged by what they are supposed to do, rather than by what they actually do and the consequences of their actions.

It's easy to measure success by the number of dollars spent or by the number of programs initiated, without having too much regard for what was bought and how useful it was to the people who need it - the war fighter and the analyst.

Congress, the press, and the bureaucracy too often focus on how much money or effort is spent, rather than whether the money or effort actually achieves the announced goal.

But the other notion is, we also believe that those folks closest on the ground that we're holding accountable for the results can decide, and ought to evaluate which programs get results.

We're thinking of creating a board of experts across the sectors of industry, to identify successful programs and to make recommendations about programs that are working and aren't working.

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.

All good performance starts with clear goals.

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.

I think the most important thing is to achieve what you set out to achieve. Just being a CEO in itself is not success. I would not relate success to a title or a position.

The industry has a standard way of judging actors: they do ten films, they get X price, and they get this number of awards, seen at page three parties and all that - that is how they measure success. I don't do it like that.

I am way more accurate than my completion percentage shows.

The difference in being a good soldier and actor is that in the Air Force, you see results, and our worth is defined by numbers. As an actor, your results are based on other people's opinions.

You're not going to put up good numbers every year.

You're paid to perform. There is an outcome to a game and it doesn't matter how many goals you score. If you don't win, you don't have a good time.

Everyone at Michael Waltrip Racing is working hard to deliver great results to our owners, employees and sponsors. All organizations have a lot at stake each week as we are all measured by our performance and finishing position.

I am not hugely concerned about the amount of goals we score - it is the final results that are the difference.

If you do not score, it is difficult to win.

I think the bottom line is wins and losses. That is probably the most important stat to look at.

Everyone wants to perform.

If you hit .200 and you win or .300 and you win, it's all the same. Just so you win.

We do take seriously our obligation to assess whether our reforms are achieving their desired effects without imposing unnecessary burden.

Criticism of me has been unfair. Only goals count - and I have plenty of those.

I've played games where I thought I played one of my better games, and statistically, there's nothing there, and vice versa. I've never based how I feel about my performance on stats.