Decide and fill in what the expected goal is for the week in each category.

Numbers create accountability. When you set a number, everyone knows what the expectation is.

:Look at the results! Look at the results.

[I]f the writer does his job right, what he basically does is remind the reader of how smart the reader is.

What separates the most productive people from everyone else is that they make course corrections every week to gradually get better at everything they do.

He does love his numbers And they run, they run, they run him In a great big circle In a circle of infinity 3.14159 26535897932 3846 264 338 3279...

Start quantifying your days by how many healthy, positive things you accomplished, and you will see how quickly you begin to make progress.

It is a good idea to start the year by writing down exactly what you want to accomplish, and end the year by measuring how much you have accomplished. McKinsey imposes this discipline on its partners and pays them according to how many of the things on their lists they accomplish.

Results against objectives Once you’ve set a high standard, it will be straightforward to measure your executive against that standard.

He measured the achievements of others by what they had accomplished, asking of them that they measure him by what he envisaged or planned.

Whenever a man can get hold of numbers, they are invaluable: if correct, they assist in informing his own mind, but they are still more useful in deluding the minds of others. Numbers are the masters of the weak, but the slaves of the strong.

He is careful of what he reads, for that is what he will write. He is careful of what he learns, for that is what he will know.

Bill Campbell developed an excellent methodology for measuring executives in a balanced way that will help you achieve this. He breaks performance down into four distinct areas: 1. Results against objectives Once you’ve set a high standard, it will be straightforward to measure your executive against that standard. 2. Management Even if an executive does a superb job achieving her goals, that doesn’t mean she is building a strong and loyal team. It’s important to understand how well she is managing, even if she is hitting her goals. 3. Innovation It’s quite possible for an executive to hit her goal for the quarter by ignoring the future. For example, a great way for an engineering manager to hit her goals for features and dates is by building a horrible architecture, which won’t even support the next release. This is why you must look beyond the black-box results and into the sausage factory to see how things get made. 4. Working with peers This may not be intuitive at first, but executives must be effective at communicating, supporting, and getting what they need from the other people on your staff. Evaluate them along this dimension.

Evaluating one's own progress in life is not an easy task. Here the student has to set his own questions, seek his own answers and evaluate them in his own satisfaction.