 |
Becoming a great performer demands the largest investment you will ever make – many years of your life devoted utterly to your goal – and only someone who wants to reach that goal with extraordinary power can make it.
|
204 |
 |
…if you believe that your performance is forever limited by your lack of a specific innate gift… then there’s no chance at all that you will do the work.
|
205 |
 |
Everyone who has achieved exceptional performance has encountered terrible difficulties along the way. There are no exceptions.
|
205 |
 |
What you really believe about the source of great performance thus becomes the foundation of all you will ever achieve.
|
206 |
 |
…the evidence shouts most loudly… liberating news: that great performance is not reserved for a preordained few. It is available to you and to everyone.
|
206 |
 |
Every field has its share of high-scoring performers whose shortcomings take a while to perceive. Auditions can uncover those flaws.
|
104 |
 |
It’s not enough to know that a candidate, for a few brief moments, can deliver what looks like a successful performance.
|
105 |
 |
If top performers don’t feel tied into the organization that hires them, all their marvelous potential may be useless.
|
185 |
 |
A recent study… found that bosses brought in from outside performed significantly worse than internal hires.
|
220 |
 |
Leaders of organizations who create a working environment better suited for how we are designed do not sacrifice excellence or performance simply because they put people first. Quite the contrary.
|
20 |
