Result Orientation Quotes

Transformation al leaders pick the right people, match them to the right jobs, achieve mutual clarity on the desired results, and then they get out of the way and leave the individual with maximum freedom to perform.

I believe you accomplish what you measure.

We learned that very few people care how you accomplish something. Instead, these people care more about whether you create value for your end user.

It is an inevitable defect, that bureaucrats will care more for routine than for results.

Happy people plan actions, they don't plan results.

In any activity, we have to know what to expect, how to reach our objectives and what capacity we possess for the proposed task. The only people who can say they have renounced the fruit are those who, thus equipped, feel no desire for the results of the conquest, and remain absorbed in combat. You can renounce the fruit, but this renunciation does not mean indifference toward the result.

You cannot look too much at the result, you need to also look at yourself and what you've done, how you have maximised the machinery that you have.

An institution which is financed by a budget - or which enjoys a monopoly which the customer cannot escape - is rewarded for what it deserves rather than what it earns. It is paid for 'good intentions' and 'programs'. It is paid for not alienating important constituents rather than satisfying any one group. It is misdirected by the way it is being paid into defining performance and results as what will produce the budget rather than as what will produce contribution.

I think in T20, things are related to pressure, and if you handle it well, you are on top of your game. I think about process and not too much about results.