 |
…high performers have a bias toward action even when that action’s outcome is scary, risky, or uncertain.
|
265 |
 |
In almost all studies on expert performance, the major thing that made the difference was not a person’s innate talents, but the hours of exposure and deliberate practice.
|
301 |
 |
Obsession in one are of life hurts another area, setting off a negative cascade of events and feelings that eventually unseats the high performer.
|
315 |
 |
High performers are learners, and their belief that they can learn what is necessary to win in the future give them as much confidence as their current skill sets.
|
331 |
 |
The better leader you are, the better your organization will perform and the greater the rewards you’ll receive for your role.
|
023 |
 |
Take the initiative and prepare before you are required to perform… Always be ready for the moment when you’ll need to demonstrate your capabilities. Leaders are prepared.
|
026 |
 |
…the annual performance review should never be the primary feedback tool. If it is,… you have utterly failed as a manager.
|
016 |
 |
…what matters isn’t the performance of any one project but how a whole portfolio of projects performs.
|
137 |
 |
We perform at our best when we feel united, empowered, and mutually committed to accomplishing something worthwhile.
|
147 |
