A Quote by Abigail Johnson
Your results are very quantifiable. And nobody can take those results away from you. They are yours... All of that, I think, is very good for women.
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I had very good bosses, very good companies for which I worked. I worked in industries where the results really mattered; it wasn't the perception of results, it was just the facts.
Before Google, I don't think people put much effort into the ordering of results. You might get a couple thouand results for a query. We saw that a thousand results weren't necessarily as useful as 10 good ones.
We are worried that rebels are taking control in many countries, and look at the results now. Are you satisfied as an American ? What are the results ? Nothing. Very bad - nothing good.
You must ask, "What do we mean by great results?" Your goals don't have to be quantifiable, but they do have to be describable. Some leaders try to insist, "The only acceptable goals are measurable," but that's actually an undisciplined statement. Lots of goals-beauty, quality, life change, love-are worthy but not quantifiable. But you do have to be able to tell if you're making progress.
Those who can keep achieving results are the big players at the big clubs. If you cannot get the results, you just can't play and move away.
We tend to think that, in a traditional organisation, people are producing results because management wants results, but the essence of a high-quality organisation is people producing results because they want the results. It's puzzling we find that hard to understand, that if people are really enjoying, they'll innovate, they'll take risks, they'll have trust with one another because they are really committed to what they're doing and it's fun
If science is to progress, what we need is the ability to experiment, honesty in reporting results—the results must be reported without somebody saying what they would like the results to have been—and finally—an important thing—the intelligence to interpret the results.
In reading the biographies of very successful men and women, one theme frequently surfaces: such people have a strong bias for action. Those who achieve high levels of success in some areas of life tend to take a LOT more action than those who settle for average or below average results.
Long ago, I realized that success leaves clues, and that people who produce outstanding results do specific things to create those results. I believed that if I precisely duplicated the actions of others, I could reproduce the same quality of results that they had.
You should look to give your best shot and not worry about the results because if you work hard, the results will take care of themselves.
The Berkshire-style investors tend to be less diversified than other people. The academics have done a terrible disservice to intelligent investors by glorifying the idea of diversification. Because I just think the whole concept is literally almost insane. It emphasizes feeling good about not having your investment results depart very much from average investment results. But why would you get on the bandwagon like that if somebody didn't make you with a whip and a gun?
Science isn't about authority or white coats; it's about following a method. That method is built on core principles: precision and transparency; being clear about your methods; being honest about your results; and drawing a clear line between the results, on the one hand, and your judgment calls about how those results support a hypothesis.
I think a mentor gets a lot of satisfaction in a couple of ways. They're doing something constructive, so they feel good about that. And when they see the results of this, with the young people they're working with, it's very, very rewarding.
Whenever you make a big effort and take risks, getting good results and points is very rewarding.
In local government, it's very clear to your customers - your citizens - whether or not you're delivering. Either that pothole gets filled in, or it doesn't. The results are very much on display, and that creates a very healthy pressure to innovate.
I think any manager who tells you, 'I am very good at keeping my equilibrium. I'm always calm and reasoned, and results don't affect me particularly. I can take the good with the bad, and I can put the wins and the losses in perspective,' you will find a special person. I've never met one.
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