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No matter how many steps on the road to great performance you choose to take, you will be better off than if you hadn’t taken them.
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124 |
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…in a global economy, standards of performance are rising more quickly and more broadly than ever before, leaving subpar performers no place to hide.
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126 |
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…most top-performing organizations have explicit coaching and mentoring programs.
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131 |
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The annual evaluation exercise is often short, artificial, and mealy-mouthed. Employees have no idea how well they performed and thus no prospect of getting better.
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132 |
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The CEOs of top-performing companies agree that people development is at the center of their jobs.
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134 |
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…most people in an organization don’t work alone. They work in teams, strictly or loosely defined. And a team’s performance is emphatically not determined solely by the abilities of its members individually.
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136 |
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Turning groups of great individuals into great teams is a discipline in itself, which also operates on the principles of great performance.
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136 |
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Organizations that are the most successful at building team performance are especially skilled at avoiding or addressing potential problems that are particularly toxic to the elements of deliberate practice…
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137 |
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Just as great individual performers possess highly developed mental models of their domains, the best teams are composed of members who share a mental model…
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141 |
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Applying the principles of great performance in an organization is no easier than doing anything else in an organization. It’s hard. But in an increasingly competitive global economy, enterprises that want to survive and thrive will face little choice.
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144 |
