A Quote by John Rampton
No matter what position you're in, if you are receiving poor feedback from clients, co-workers, or in performance evaluations, then that's one of the clearest signs that you're not cut out for the job, or it's not right for you.
Related Quotes
Perhaps the most important job of a financial advisor is to get their clients in the right place on the efficient frontier in their portfolios. But their No. 2 job, a very close second, is to create portfolios that their clients are comfortable with. Advisors can create the best portfolios in the world, but they won't really matter if the clients don't stay in them.
I think then, when we started receiving the first of the user feedback, feedback from people that I had not specifically told about it, but had spread from friend to friend and then they were giving us feedback.
It's a challenge to grow professionally and move up the corporate ladder when you're not receiving feedback on your performance.
I don't call cut between the takes - it's my way to help the actor keep focused. As soon as you say 'cut' you have 10 people jumping on them and everybody's trying to do a great job, and they do, but sometimes they forget that the more important thing is the performance, creating the performance.
Most corporations have human-resources processes that involve discussions with your manager, performance evaluations, calibrations for performance and potential succession planning.
It makes me angry to think that . . . female sanitation workers will spend their days doing a job most of their co-workers think they can't handle, and then they will go home and do another job most of their co-workers don't want.
The effective executive knows that it is easier to raise the performance of one leader than it is to raise the performance of a whole mass. She therefore makes sure she puts into the leadership position, into the standard-setting, the performance-making position the person who has the strength to do the outstanding pacesetting job. This always requires focus on the one strength of a person and dismissal of weaknesses as irrelevant unless they hamper the full deployment of the available strength.
I've realized that the only thing I'm interested in is the performance. If the performance is right, then I'm happy. You offer up the dialogue and then the performance comes around.
Each work of art is a collection of signs invented during the picture's execution to suit the needs of their position. Taken out of the composition for which they were created, these signs have no further use.
The better job we do of getting the right fans in the right seats at the right time, the more money our clients are going to make.
Teachers support evaluations based on multiple measures: student growth, classroom observation and feedback from peers and parents.
I don't think people who are supporting the food movement ever want to be in a position where they are opposing the workers who are dependent on the system. The companies are very good at setting up workers and activists in opposition to each other, and getting the message out to workers that those people are threatening their jobs.
It were depression, too. They cut my wages down once at the foundry. They cut my wages down again. Then they cut my wages out, also the job.
It's interesting because the way J.J. cuts - we're very close with our editors as well, so it's kind of the first cut and then he went back and started tightening things up, etc, then loosing things when it was too tight. Then you start watching it and you start figuring out performance - not performance, character-wise I should say, who you're really able to follow, whose journey is harder to follow, and you make all that work.
In the minds of great managers, consistent poor performance is not primarily a matter of weakness, stupidity, disobedience, or disrespect. It is a matter of miscasting.
Entrepreneurs are always taking feedback, especially from their customers, bankers, workers, and sales force. Without straightforward feedback, entrepreneurs cannot make sound decisions.
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