If you're making money, and you've hit your targets for five years, you don't need to demand a new contract.
I've never had the experience of 10 years at Unilever and five years at Coca Cola. But I'm not the marketing director who only wants 25 per cent a year on the revenues. In the old days, you sold something, and you would be happy. At Ajax, we thought we needed more from that than selling a seat and making five grand.
After accepting the captaincy at the beginning of the 1998 season, I immediately set high but attainable goals for the West Indies cricket team and myself.
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.
When leadership set the goals by themselves, they are not goals, they are quotas.
My goal at every tournament is to finish top 18. At the end of the year if I could finish every tournament top 18, that would be pretty good.
It is also right that we continue to consult with front line workers and the public to ensure that targets are reasonable and achievable, that measurement regimes are proportionate and that the targets take full account of the other reforms that are under way.
My job is not to make decisions but to set stretch objectives and help our managers work out how to reach them.
If I can get some time off and still be productive and go 85-90 percent of the plays, that's fine with me.
Every company, every boardroom in which I sit, has a plan, and they have objectives, goals, and a process. And to make it work, the pressure and incentive have to come from the top.
Eliminate numerical quotas, including Management by Objectives.
Prime Minister Modi keeps challenging the system to keep performing better and better. He sets aggressive targets, and the whole system has to act.
When money follows results - we will get more results for our money.
I don't do athletics for any other reason than achieving certain distances, certain titles and goals in my head.
Forces of Destruction: grades in school, merit system, incentive pay, business plans, quotas.
A tough manager will have realistic quotas for his employees that he keeps to himself and aggressively stretch quotas, anywhere from ten percent higher to a lot more, which he imposes on his staff. If his people miss the stretch numbers but exceed the realistic goals, he's happy. If he's a superb manager, he knows how far they can stretch without breaking.
I like to set aggressive targets; without them, you will get ordinary performances.
Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force
