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Many elements of job performance can be improved through… high repetition and immediate feedback.
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112 |
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…the best performers are focused on how they can get better at some specific element of the work…
|
117 |
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Excellent performers judge themselves differently from the way other people do. They’re more specific, just as they are when they set goals and strategies.
|
119 |
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The best performers judge themselves against a standard that’s relevant for what they’re trying to achieve.
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119 |
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A mental model is never finished. Great performers not only possess highly developed mental models, they are also always expanding and revising those models.
|
124 |
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…employees consistently put continuous professional development on or near the top of their criteria for choosing an employer.
|
127 |
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By continually attracting the most promising graduates… and then developing them further, these companies… enhance their ability to attract the best…
|
127 |
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Organizations tend to assign people based on what they’re already good at, not what they need to work on.
|
128 |
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Deliberately putting managers into stretch jobs that will require them to learn and grow is the central development technique of the most successful organizations.
|
129 |
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…for employees trying to improve, making real decisions in real time is the central practice activity that produces growth.
|
129 |
