 |
…abundant evidence show[s] clearly that people can keep getting better long after they should have reached their ‘rigidly determinate’ natural limits.
|
62 |
 |
Even if [an annual performance review] is well done, it cannot be very effective. Telling someone what he did well or poorly on a task he completed eleven months ago is just not helpful.
|
73 |
 |
When we learn to do anything new… we go through three stages. In the third stage… It’s automatic. And with that our improvement… slows dramatically, eventually stopping completely.
|
82 |
 |
…great performers never allow themselves to reach the automatic, arrested-development stage in their chosen field. This is the effect of continual deliberate practice – avoiding automaticity.
|
83 |
 |
Avoiding automaticity through continual practice is another way of saying that great performers are always getting better. This is why the most devoted can stay at the top of their field far longer than most people would think possible.
|
83 |
 |
Sometimes excellent performers see more by developing better and faster understanding of what they see.
|
87 |
 |
Building and developing knowledge is one of the things that deliberate practice accomplishes.
|
98 |
 |
Constantly trying to extend one’s abilities in a field requires amassing additional knowledge, and staying at it for years develops the critical connections that organize all that knowledge and make it useful.
|
98 |
 |
Because the demands of achieving exceptional performance are so great over so many years, no one has a prayer of meeting them without utter commitment.
|
109 |
 |
One of the most dreaded tasks for many managers is giving job evaluations to their direct reports.
|
111 |
