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…any knowledge about what makes us better at the things we want to do… can be used not just to make us richer but also to make us happier.
|
16 |
 |
…abundant evidence show[s] clearly that people can keep getting better long after they should have reached their ‘rigidly determinate’ natural limits.
|
62 |
 |
When we learn to do anything new… we go through three stages. In the third stage… It’s automatic. And with that our improvement… slows dramatically, eventually stopping completely.
|
82 |
 |
Avoiding automaticity through continual practice is another way of saying that great performers are always getting better. This is why the most devoted can stay at the top of their field far longer than most people would think possible.
|
83 |
 |
Many elements of job performance can be improved through… high repetition and immediate feedback.
|
112 |
 |
…the best performers are focused on how they can get better at some specific element of the work…
|
117 |
 |
Organizations tend to assign people based on what they’re already good at, not what they need to work on.
|
128 |
 |
…for employees trying to improve, making real decisions in real time is the central practice activity that produces growth.
|
129 |
 |
The weight of the evidence is that the drive to persist in the difficult job of improving, especially in adults, comes mostly from inside.
|
195 |
 |
World-class achievers are driven to improve, but most of them didn’t start out that way.
|
198 |
