Robin Sharma Quotes

You can't control what you can't measure

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

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

In business, the idea of measuring what you are doing, picking the measurements that count like customer satisfaction and performance... you thrive on that.

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.

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

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

Good marketers measure.

The analysis of statistics is a big part of the modern game, and it's important as a modern manager to embrace areas that can help your team and players improve.

If the metrics you are looking at aren't useful in optimizing your strategy - stop looking at them.

You need to know exactly where you stand in a business at all times. Measure everything, because everything that is measured and watched improves.

If you need help identifying actionable analytics check out this post.

Some coaches believed they could judge a player's performance simply by watching it. In this they were deeply mistaken. The naked eye was an inadequate tool for learning what you needed to know to evaluate baseball players and baseball games. Think about it. One absolutely cannot tell, by watching, the difference between a .300 hitter and a .275 hitter. The difference is one hit every two weeks. The difference between a good hitter and an average hitter is simply not visible-it is a matter of record

A typical medical practice is like an old-fashioned business which keeps all of its records on paper. It can probably track down any individual transaction if it needs to, but it's basically helpless when it comes to overall measurements of performance. And that's the big problem.

In terms of merit, sports has mathematical statistics. That's how you know who the best player is.

Almost all quality improvement comes via simplification of design, manufacturing... layout, processes, and procedures.

The long and short of it is, we need more rigor in all kinds of programs.

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

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

Nearly every business collects metrics on inventory, sales, and workplace process. Health care has been slow to measure these kinds of outcomes. Increasingly, general medicine, via either managed care or large practice settings, is improving by collecting data through electronic records and refining practice based on what works.

Eliminate numerical quotas, including Management by Objectives.

My view is that targets, properly constructed and applied across public services have been fundamental to past successes and will be an essential part of sustaining progress into the future.

To measure is to know. If you can not measure it, you can not improve it.

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.

I have been struck again and again by how important measurement is to improving the human condition.