 |
It is through… embracing self-acceptance that we’re freed to both acknowledge the obstacles we face and build the capacities we need to perform at our best.
|
031 |
 |
Self-consciousness interferes with the ability to perform any complex task.
|
037 |
 |
Taking care of yourself physically won’t turn you into a great performer – it’s just one piece of a more complex puzzle – but failing to do so assures that you can’t ever perform at your best.
|
053 |
 |
Numerous studies of great performers suggest they sleep more than the rest of us, not less.
|
059 |
 |
Perhaps no single daytime renewal behavior more reliably influences performance – and is less common in the workplace – than taking a nap.
|
072 |
 |
If you are a leader or a manager, creating a new way of working begins with recognizing that renewal serves performance.
|
108 |
 |
…stop evaluating performance by the number of hours employees put in and instead measure it by the value they produce.
|
108 |
 |
Systematically investing in people’s capacity, beginning at the physical level, is the key to fueling sustainable high performance.
|
109 |
 |
How we feel profoundly influences how we perform. The problem is that much of the time, we’re not even aware of how we’re feeling…
|
123 |
 |
…we can’t perform at our best when we’re not in the Performance Zone… (any time you’re not feeling optimistic, engaged, upbeat, focused, enthusiastic, and committed…).
|
124 |
