 |
…there is a huge difference between being shown how something is done, and then doing it at all, let alone well.
|
102 |
 |
The daily habit of analyzing performance and correcting it is critical to success.
|
99 |
 |
In any role in life, including negotiation, there is a direct correlation between our self-image and our performance. We consistently perform to the level of our self-image.
|
245 |
 |
In this world we do usually get what we pay for, remember. We also perform to the level of our self-image.
|
250 |
 |
In the context of teamwork, [accountability] refers specifically to the willingness of team members to call their peers on performance or behaviors that might hurt the team.
|
212 |
 |
Members of great teams improve their relationships by holding one another accountable, thus demonstrating that they respect each other and have high expectations for one another’s performance.
|
213 |
 |
As politically incorrect as it sounds, the most effective and efficient means of maintaining high standards of performance on a team is peer pressure.
|
213 |
 |
By shifting rewards away from individual performance to team achievement, the team can create a culture of accountability.
|
215 |
 |
…studies showed that relationship conflict is generally bad for performance, but some task conflict can be beneficial: it’s been linked to higher creativity and smarter choices.
|
80 |
 |
It turns out that although perfectionists are more likely than their peers to ace school, they don’t perform any better than their colleagues at work.
|
195 |
