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It isn’t just companies that have to keep kicking up their performance more than they ever did before. It’s each of us individually.
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11 |
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Understanding where extraordinary performance comes from would be valuable at any time. Now it’s crucial.
|
15 |
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…memory, along with general intelligence, is widely regarded as a key skill of great performers.
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38 |
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…our view that intelligence necessarily produces better performance is so deep that it may occasionally even blind us to reality.
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43 |
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…research finds that in many fields the relation between intelligence and performance is weak or nonexistent; people with modest IQs sometimes perform outstandingly while people with high IQs sometimes don’t get past mediocrity.
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51 |
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High repetition is the most important difference between deliberate practice of a task and performing the task for real, when it counts.
|
69 |
 |
Feedback? At most companies this is a travesty, consisting of an annual performance review dreaded by the person delivering it and the one receiving it.
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73 |
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Even if [an annual performance review] is well done, it cannot be very effective. Telling someone what he did well or poorly on a task he completed eleven months ago is just not helpful.
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73 |
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…great performers never allow themselves to reach the automatic, arrested-development stage in their chosen field. This is the effect of continual deliberate practice – avoiding automaticity.
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83 |
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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.
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83 |
