Performance Measurement Quotes

What gets measured gets done.

When Theodore Roosevelt was in the White House, he confessed that if he could be right 75 percent of the time, he would reach the highest measure of his expectation. . . . If that was the highest rating that one of the most distinguished men of the twentieth century could hope to obtain, what about you and me?

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.

Set a goal, measure it, change if you need to, keep going after the goal.

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

One of the challenges of a good policy is trying to figure out what your priorities are.

Everywhere you turn, there are lists and statistics. Any business, any sport, any hobby - we will try to categorize who is the best at some component of that endeavor. It's part human nature and part technology, since we have been conditioned to have access to answers and trivial problems at our fingertips.

Everyone wants to perform.

In sports, stats count. Music? Not so much.

We'll be examining and auditing and reviewing all of the programs of the department and really figuring out what is the core mission and how can the federal department of education really support and enhance the role of the departments in the states.

I don't judge my success in life as a football player.

When it comes to work, there is a fear factor around meritocracy. People are afraid of being openly judged. However, when you know what you are being measured against, it's empowering.

They should go a scalping with the whites—a barbarous method of war—introduced by the French, which we are obliged to follow in our own defense.

There is a tendency in all of us to ask for better statistical performance. There is a tendency to impose quotas behind which usually lies imposition of pressure to achieve improved statistics.

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.

Records are always something that will be achieved, but they're not our aim. Our aim is to win games and nothing more.

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 think that the role as a head football coach is a lot more than just winning games. Sometimes that's all we're measured upon.

If they did it like they did it in '96 or whenever, just picking it from one meet, what if someone had the meet of their life but they're not usually a good competitor? That could be really bad for the team. So, I think this is the best way.

I've always felt it's the directors purview to say what; it's the actor's purview to say how. It's not good for an actor to have the big picture in mind - it bollocks you up. An actor's purview is the tiny little... We measure our performance in seconds.

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.

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

If people want to criticize a performance, that I understand. I think that's important.

We have our own agency; we should be judged by our own work.

I'd rather have too many good guys than not enough. It's a nice problem. They sort themselves out because when guys fight each other, they determine who deserves the title shot, not me.