Quotes About Performance

He'd read about the new synthetic turfs that were fooling even professional athletes

It doesn't matter what you do, only how well you do it.

secret's value is not in what you know, but in what you do.

In an age of superchargers, turbochargers, and every other prosthetic breathing aid, this was a normally aspirated V-6 that derived speed from perfection.

I'm giving you these comments because I have very high expectations and I know that you can reach them.

Stress makes people stupid." On

You see it in jazz musicians, who never rehearse exactly what they do, but just seem to know when to take center stage, when to fade into the background. When jazz artists were compared with classical musicians in brain function, they showed more neural indicators of self-awareness.15 As one jazz artist put it, "In jazz you have to tune in to how your body is feeling so you know when to riff.

Albert Bandura, a Stanford psychologist who has done much of the research on self-efficacy, sums it up well: "People's beliefs about their abilities have a profound effect on those abilities. Ability is not a fixed property; there is a huge variability in how you perform. People who have a sense of self-efficacy bounce back from failures; they approach things in terms of how to handle them rather than worrying about what can go wrong."24

What factors are at play, for example, when people of high IQ flounder and those of modest IQ do surprisingly well? I would argue that the difference quite often lies in the abilities called here emotional intelligence

Una organización centrada en su mundo interno puede funcionar muy bien, pero cuando no se adapta al mundo mayor en el que opera, su rendimiento puede acabar sirviendo a una estrategia fracasada.

The benefits companies receive from hiring workers with high levels of EI include better productivity, higher employee satisfaction, growing market share, and fewer defections.7

La magnitud de las preocupaciones que tiene la gente mientras está haciendo un examen es proporcional a la pobreza de su ejecución,17 porque los recursos mentales invertidos en una determinada tarea cognitiva –la preocupación– reducen los recursos disponibles para procesar otro tipo de información.

las personas parecen concentrarse mejor cuando se les pide algo más que lo corriente, en cuyo caso son capaces de ir más allá de lo normal. Si la demanda es muy inferior a su capacidad, la persona se aburre y si, por el contrario, es excesiva, termina angustiándose.

Los CEO son contratados por su capacidad intelectual y su experiencia comercial y despedidos por su falta de inteligencia emocional».

Csikszentmihalyi told me, "People seem to concentrate best when the demands on them are a bit greater than usual, and they are able to give more than usual. If there is too little demand on them, people are bored. If there is too much for them to handle, they get anxious. Flow occurs in that delicate zone between boredom and anxiety.

practical intelligence is rarely the main factor in a star's outstanding job performance.

anxiety's damaging effect on mental performance of all kind. Worry, of course, is in one sense a useful response gone awry—an overly zealous mental preparation for an anticipated threat. But such mental rehearsal is disastrous cognitive static when it becomes trapped in a stale routine that captures attention

What's missing in tests of ability is motivation

Según el estudio de Yale, el ánimo influye en la eficiencia de los trabajadores; si es positivo fomenta la cooperación, la imparcialidad y el rendimiento laboral.

CEOs are hired for their intellect and business expertise—and fired for a lack of emotional intelligence.

In the twenty-first century, the most successful leaders will focus on sustaining superior performance by aligning people around mission and values, and empowering leaders at all levels, while concentrating on serving customers and collaborating throughout the organization.

Más que cualquier otro individuo, el jefe crea las condiciones que determinan directamente la capacidad de sus subordinados para trabajar bien.

To know that a person is a valedictorian is to know only that he or she is exceedingly good at achievement as measured by grades. It tells you nothing about how they react to the vicissitudes of life."6

People's beliefs about their abilities have a profound effect on those abilities. Ability is not a fixed property; there is a huge variability in how you perform. People who have a sense of self-efficacy bounce back from failures; they approach things in terms of how to handle them rather than worrying about what can go wrong."24 FLOW: