 |
Negative emotions offer us feedback on our performance, information on what’s working and what’s not, and hints about how to do better.
|
108 |
 |
…seeing what truly exceptional performance looks like will help those who are failing to see more clearly what’s expected of them.
|
053 |
 |
When you fire someone, you create the possibility for the person to excel and find happiness performing meaningful work elsewhere.
|
069 |
 |
It’s safe to say that performance reviews rank up there with root canals, though in this analogy, they’re probably just as painful for the dentist as for the patient.
|
161 |
 |
…corporate reality [is] that in every organization, there are people, acts, and activities that exercise a disproportionate influence on performance.
|
151 |
 |
Getting fired or receiving a bad performance review are classic unfreezing events. Events like these defy the view of ourselves as competent professionals; they can make us realize we are not in the driver’s seat…
|
144 |
 |
…there is little evidence that people who achieve exceptional performance ever get there through any means other than carefully guided practice – perfect practice.
|
121 |
 |
Self-discipline, long viewed as a character trait, and elite performance, similarly linked to genetic gifts, stem from the ability to engage in guided practice of clearly defined skills.
|
124 |
 |
…groups – people at all intellectual levels – often perform better than any one individual.
|
193 |
 |
When polled, employees reveal that their number one complaint is that they aren’t recognized for their notable performances.
|
231 |
