 |
…the most important effect of practice in great performers is that it takes them beyond, or, more precisely, around – the limitations that most of us think of as critical.
|
84 |
 |
…[great performers] didn’t start out that way, and the transformation didn’t happen by itself.
|
85 |
 |
In general, the knowledge of top performers is integrated and connected to higher-level principles.
|
96 |
 |
…top performers have typically learned several, and sometimes all, of the most important parts of the business.
|
97 |
 |
…top performers’ deep understanding of their field becomes the structure on which they can hang the huge quantities of information they learn about.
|
101 |
 |
Top performers understand their field at a higher level than average performers do, and thus have a superior structure for remembering information about it.
|
102 |
 |
It’s clear that the superior memory of great performers doesn’t just happen. Since it is built on deep understanding of the field, it can be achieved only through years of intensive study.
|
102 |
 |
[Superior performance] requires consistently relating new information to higher-level concepts, which is hard work.
|
102 |
 |
Because the demands of achieving exceptional performance are so great over so many years, no one has a prayer of meeting them without utter commitment.
|
109 |
 |
Many elements of job performance can be improved through… high repetition and immediate feedback.
|
112 |
