Louis V. Gerstner Jr. Quotes

You hire a chief executive, pay him, and hold him accountable after a year or two. The time for so-called honorary jobs is over. What Pakistan squash needs is results, and that can only be achieved by professionals.

I believe in pay for performance.

When I first came to NBC, I thought it was going to be swimming with the sharks, all men for themselves, be careful and all that. I have to tell you I learned that you can be kind and a hard worker and move up. You don't have to play dirty or do things that you think happens at big corporations.

Endorsements are a reward for good performance on the field, and the commitments made after signing them need to be done.

Salaries and wages must reflect the reality of the enterprise's economic performance; deviations from the planned performance should be reflected in pay.

I think there needs to be modified penalties in training camp because there's severely modified compensation in training camp for all of us.

We will give importance to performance while choosing officials.

Individual performance doesn't mean anything to me.

I am one of the best, I should get paid like one of the best.

When the team is doing well, individual performances don't count.

Salaries should be set based on production and contributions, not positions.

The teams and how we perform and how we deal with customers, how we invest in the things we do right now - that's what writes the story for GE.

If you ever find a man who is better than you are - hire him. If necessary, pay him more than you pay yourself.

I propose that a teacher's pay be tied to merit, not tenure. And I propose that a teacher's employment be tied to performance, not just showing up.

When the key players in your team perform well, the team does well, too.

I don't want to be a quarterback that has all these stats but didn't win a lot of games.

There's workplace politics in Tollywood, like every other industry in the world. You just learn to deal with it.

We've got a great team sport, but we harp on about individuals. It's a bit contradictory.

Something as simple as transparency is really scalable because it quickly impacts the culture. And the culture is something everyone feels. If upper management is really transparent with everyone, that has this amplifying effect. Then you tend to attract players who operate that way, on the same wavelength, and coaches and fans.

I don't care how good you play, if the team is losing, it doesn't matter.

I think what helps enormously is the cultural environment that you have set. We constantly try to monitor it. When you have a base to work from that holds it together, that's something that you can go back to and rely on. A lot of is down to the consistency of work, the consistency of message and the consistency of the players' performances.

I'm rarely in a situation where, if you have a good idea, it's not embraced. That's stupid. And I don't work with stupid people.

Progress comes from caring more about what needs to be done than about who gets the credit

People know if you've got the goods, if you're easy to work with, and if you can get the job done.

The CEO's role in raising a company's corporate IQ is to establish an atmosphere that promotes knowledge sharing and collaboration.