Quotes from Daniel Coyle

So he banished that metric and replaced it with Personal Emotional Connections (PECs), or creating a bond outside the conversation about the product. It's impossible, of course, to measure PECs precisely, but the goal here is not precision; it is to create awareness and alignment and to direct behavior toward the group's mission.

If I could get a sense of the way your culture works by meeting just one person, who would that person be?)

your cellphone, she is feeding that flame. Cohesion happens not when members of a group are smarter but when they are lit up by clear, steady signals of safe connection.

Skunking is spraying negative energy into the workplace, as skunks do when they're frightened.

This book is about a simple idea: Clarissa and the talent hotbeds are doing the same thing. They have tapped into a neurological mechanism in which certain patterns of targeted practice build skill. Without realizing it, they have entered a zone of accelerated learning that, while it can't quite be bottled, can be accessed by those who know how. In short, they've cracked the talent code.

1.º, los clientes; 2.º, los empleados; 3.º, la comunidad, y 4.º, los accionistas de la compañía.

We think of effortless performance as desirable, but it's really a terrible way to learn," said Robert Bjork

The kindergartners succeed not because they are smarter but because they work together in a smarter way. They are tapping into a simple and powerful method in which a group of ordinary people can create a performance far beyond the sum of their parts.

In other words, Brazilian soccer is different from the rest of the world's because Brazil employs the sporting equivalent of a Link trainer. Futsal compresses soccer's essential skills into a small box; it places players inside the deep practice zone, making and correcting errors, constantly generating solutions to vivid problems.

This is the way high-purpose environments work. They are about sending not so much one big signal as a handful of steady, ultra-clear signals that are aligned with a shared goal. They are less about being inspiring than about being consistent. They are found not within big speeches so much as within everyday moments when people can sense the message: This is why we work; this is what we are aiming for.

This is the way high-purpose environments work. They are about sending not so much one big signal as a handful of steady, ultra-clear signals that are aligned with a shared goal.

Q: Why is targeted, mistake-focused practice so effective? A: Because the best way to build a good circuit is to fire it, attend to mistakes, then fire it again, over and over. Struggle is

There is, biologically speaking, no substitute for attentive repetition. Nothing you can do—talking, thinking, reading, imagining—is more effective in building skill than executing the action, firing the impulse down the nerve fiber, fixing errors, honing the circuit.

veteran Navy SEALs commander puts it this way: "Your face is like a door: It can be closed or open. You want to make sure you keep the door open.

Within this accomplished group the parental-loss club turned out to be standing room only.

over the course of years, step by step, wrap by wrap. Seen this way, the superstars on Eisenstadt's list are not uniquely gifted exceptions, but rather the logical extensions of the same universal principles that govern all of us: (1) talent requires deep practice; (2) deep practice requires vast amounts of energy; (3) primal cues trigger huge outpourings of energy.

The pattern seemed to hold: the youngest kids were frequently the fastest runners. It became more interesting when I broadened the sample group slightly.

Q: Why is targeted, mistake-focused practice so effective? A: Because the best way to build a good circuit is to fire it, attend to mistakes, then fire it again, over and over. Struggle is not an option: it's a biological requirement.

most of us instinctively see vulnerability as a condition to be hidden. But science shows that when it comes to creating cooperation, vulnerability is not a risk but a psychological requirement.

Ignition and deep practice work together to produce skill in exactly the same way that a gas tank combines with an engine to produce velocity in an automobile

Many leaders of high-proficiency groups focus on creating priorities, naming keystone behaviors, and flooding the environment with heuristics that link the two.

The mechanism of cooperation can be summed up as follows: Exchanges of vulnerability, which we naturally tend to avoid, are the pathway through which trusting cooperation is built.

They demonstrated that a series of small, humble exchanges—Anybody have any ideas? Tell me what you want, and I'll help you—can unlock a group's ability to perform. The key, as we're about to learn, involves the willingness to perform a certain behavior that goes against our every instinct: sharing vulnerability.

As Wooden also said, "Don't look for the big, quick improvement. Seek the small improvement one day at a time. That's the only way it happens—and when it happens, it lasts.