 |
…evidence [shows] that, across a wide range of industries, grades are not a strong predictor of job performance.
|
195 |
 |
…to identify the factors that distinguish teams with high performance and well-being, the most important differentiator isn’t who is on the team or even how meaningful their work is. What matters most is psychological safety.
|
209 |
 |
In performance cultures, the emphasis on results often undermines psychological safety.
|
209 |
 |
In performance cultures, we… censor ourselves in the presence of experts who seem to know all the answers – especially if we lack confidence in our own expertise.
|
209 |
 |
The research confirms that merely putting in the years isn’t much help to someone who wants to be a great performer.
|
4 |
 |
Great performance is in our hands far more than most of us ever suspected.
|
6 |
 |
The factor that seems to explain the most about great performance is something the researchers call deliberate practice. Exactly what that is and isn’t turns out to be extremely important.
|
7 |
 |
Deliberate practice is hard. It hurts. But it works. More of it equals better performance. Tons of it equals great performance.
|
7 |
 |
In every industry worldwide, businesses have to perform at the highest standard, and then get continually better, just to be competitive. Great performance is becoming more valuable.
|
9 |
 |
…human beings haven’t changed. But people have learned how to perform much, much better.
|
10 |
