Most Improved Player Quotes

The most important part of the development process, and the part that is so often missing, is the leader's commitment to constantly “reminding” an employee if she is not yet doing what is needed. Without this, improvement will not occur.

When scientists studied over three thousand games played by forty chess players, they discovered that at least two drugs could substantially boost players’ scores: modafinil, by an average of 15 percent, and Ritalin, by 13 percent. Even caffeine, the most commonly used cognitive enhancer, improved performance by an average of 9 percent!

when children reach early adolescence, what motivates them most effectively isn’t licking and grooming–style care but a very different kind of attention. Perhaps what pushes middle-school students to concentrate and practice as maniacally as Spiegel’s chess players do is the unexpected experience of someone taking them seriously, believing in their abilities, and challenging them to improve themselves.

What if the people we trust most deeply and depend on most strongly did not believe that we are capable of finalizing this game without their help? What if these people continuously step into the game and command your opponent's every movement? More importantly, what if they don’t want to know the answer or even don’t believe there is an answer to the most important question? What if you stop helping the game developers determine how to improve their games and you start creating your own game? What makes a player quit playing? The sign of mastery or a better game.

An NBA clutch player can either improve his percentage success (which would indicate a sharpening of performance) or shoot more often with the same percentage (which suggests no improvement in skill but rather a change in the number of attempts). So we looked separately at whether the clutch players actually shot better or just more often. As it turned out, the clutch players did not improve their skill; they just tried many more times. Their field goal percentage did not increase in the last five minutes (meaning that their shots were no more accurate); neither was it the case that nonclutch players got worse. At this point you probably think that clutch players are guarded more heavily during the end of the game and this is why they don’t show the expected increase in performance. To see if this were indeed the case, we counted how many times they were fouled and also looked at their free throws. We found the same pattern: the heavily guarded clutch players were fouled more and got to shoot from the free-throw line more frequently, but their scoring percentage was unchanged. Certainly, clutch players are very good players, but our analysis showed that, contrary to common belief, their performance doesn’t improve in the last, most important part of the game.

Cohen continued to struggle with his own well-being. Even though he had achieved his life’s dream of running his own firm, he was still unhappy, and he had become dependent on a psychiatrist named Ari Kiev to help him manage his moods. In addition to treating depression, Kiev’s other area of expertise was success and how to achieve it. He had worked as a psychiatrist and coach with Olympic basketball players and rowers trying to improve their performance and overcome their fear of failure. His background building athletic champions appealed to Cohen’s unrelenting need to dominate in every transaction he entered into, and he started asking Kiev to spend entire days at SAC’s offices, tending to his staff. Kiev was tall, with a bushy mustache and a portly midsection, and he would often appear silently at a trader’s side and ask him how he was feeling. Sometimes the trader would be so startled to see Kiev there he’d practically jump out of his seat. Cohen asked Kiev to give motivational speeches to his employees, to help them get over their anxieties about losing money. Basically, Kiev was there to teach them to be ruthless. Once a week, after the market closed, Cohen’s traders would gather in a conference room and Kiev would lead them through group therapy sessions focused on how to make them more comfortable with risk. Kiev had them talk about their trades and try to understand why some had gone well and others hadn’t. “Are you really motivated to make as much money as you can? This guy’s going to help you become a real killer at it,” was how one skeptical staff member remembered Kiev being pitched to them. Kiev’s work with Olympians had led him to believe that the thing that blocked most people was fear. You might have two investors with the same amount of money: One was prepared to buy 250,000 shares of a stock they liked, while the other wasn’t. Why? Kiev believed that the reluctance was a form of anxiety—and that it could be overcome with proper treatment. Kiev would ask the traders to close their eyes and visualize themselves making trades and generating profits. “Surrendering to the moment” and “speaking the truth” were some of his favorite phrases. “Why weren’t you bigger in the trades that worked? What did you do right?” he’d ask. “Being preoccupied with not losing interferes with winning,” he would say. “Trading not to lose is not a good strategy. You need to trade to win.” Many of the traders hated the group therapy sessions. Some considered Kiev a fraud. “Ari was very aggressive,” said one. “He liked money.” Patricia, Cohen’s first wife, was suspicious of Kiev’s motives and believed that he was using his sessions with Cohen to find stock tips. From Kiev’s perspective, he found the perfect client in Cohen, a patient with unlimited resources who could pay enormous fees and whose reputation as one of the best traders on Wall Street could help Kiev realize his own goal of becoming a bestselling author. Being able to say that you were the

Michael Lewis, the author of The Blind Side, wrote about professional basketball player Shane Battier, who plays for the Houston Rockets, in an article titled “The No-Stats All-Star.” He describes Battier as follows: “Shane Battier is widely regarded inside the NBA as, at best, a replaceable cog in a machine driven by superstars. And yet every team he has ever played on has acquired some magical ability to win. [Because] Battier . . . seems to help the team in all sorts of subtle, hard-to-measure ways that appear to violate his personal interests.” Subtle, hard-to-measure ways. Lewis continues: Battier’s game is a weird combination of obvious weaknesses and nearly invisible strengths. When he is on the court, his teammates get better, often a lot better, and his opponents get worse—often a lot worse. He may not grab huge numbers of rebounds, but he has an uncanny ability to improve his teammates’ rebounding. He doesn’t shoot much, but when he does, he takes only the most efficient shots . . . On defense, although he routinely guards the NBA’s most prolific scorers, he significantly reduces shooting percentages. [We] call him Lego. When he’s on the court, all the pieces start to fit together. Husbands, children, and coworkers may not understand what it is exactly that we do. Yet because of who we are and what we do, whether in our home, community, or workplace, things magically work. Like Shane Battier, our very presence seems to just make everything and everyone work better together. It’s hard to put your finger on it, but in my experience this “magic” of bringing people together and enhancing their strengths is a talent that many women seem to have. It’s one reason we are so good at being a safe haven and playing a supporting role, but it’s a talent that we can use for great good when we dust off our dreams and put on our Batman suit.

How do you decide what video game to choose in the vast ocean of online gaming nonsense? There are 100s if not thousands of options permeating the internet. They range from honestly free, pay to win, and all the way up to an actual subscription based model. One of the first decisions you need to make is quite simply, what kind of game do I enjoy? Are you more of a first person shooter type person? If so you will most likely want to ignore role playing games or real time strategies. conversely if you are more of a role playing or real time strategy fan perhaps first person shooters are not for you. Once you have the type of game you are looking for nailed down games the next step: do you want to pay money? This is a big one and a tricky one. So many games out there present themselves as 'free'. I assure you, they are most certainly not free. Think a simple little game like Candy Crush is free? Next time you are in the Google Play or iTunes store Improve WoW PvP check on top grossing apps. You will very quickly change your mind on that. On a more relevant note some games are both free and pay, but maintain a respectful balance. By this I mean you do not HAVE to fork out hard earned cash in order to compete. League of Legends is an amazing example of this. A player cannot obtain any upgrade which will make their character better through monetary expenditures. What you can do; however, is purchase cosmetic items or other no stat gain frill. On the other end of the spectrum you have a game such as the behemoth World of Warcraft. World of Warcraft has managed to maintain a subscription based model for 10 years now. Multiple 'WoW Killers' have risen up since the inception of World of Warcraft using the subscription base as well. Damn near every one of them is now free to play. Rift and Star Wars are the two that really stick out. Leading up to their release forums Wow XP Off PvP Stream across the internet proclaimed them the almighty killer of World of Warcraft. Instead Warcraft kept on trucking and both of those games changed style to f2p not long after their release. These are just a few different games and styles of games for you to choose from. Remember, you get what you pay for in almost every case. (LoL being the exception that proves the rule)

In 2009, Kahneman and Klein took the unusual step of coauthoring a paper in which they laid out their views and sought common ground. And they found it. Whether or not experience inevitably led to expertise, they agreed, depended entirely on the domain in question. Narrow experience made for better chess and poker players and firefighters, but not for better predictors of financial or political trends, or of how employees or patients would perform. The domains Klein studied, in which instinctive pattern recognition worked powerfully, are what psychologist Robin Hogarth termed “kind” learning environments. Patterns repeat over and over, and feedback is extremely accurate and usually very rapid. In golf or chess, a ball or piece is moved according to rules and within defined boundaries, a consequence is quickly apparent, and similar challenges occur repeatedly. Drive a golf ball, and it either goes too far or not far enough; it slices, hooks, or flies straight. The player observes what happened, attempts to correct the error, tries again, and repeats for years. That is the very definition of deliberate practice, the type identified with both the ten-thousand-hours rule and the rush to early specialization in technical training. The learning environment is kind because a learner improves simply by engaging in the activity and trying to do better. Kahneman was focused on the flip side of kind learning environments; Hogarth called them “wicked.” In wicked domains, the rules of the game are often unclear or incomplete, there may or may not be repetitive patterns and they may not be obvious, and feedback is often delayed, inaccurate, or both. In the most devilishly wicked learning environments, experience will reinforce the exact wrong lessons. Hogarth noted a famous New York City physician renowned for his skill as a diagnostician. The man’s particular specialty was typhoid fever, and he examined patients for it by feeling around their tongues with his hands. Again and again, his testing yielded a positive diagnosis before the patient displayed a single symptom. And over and over, his diagnosis turned out to be correct. As another physician later pointed out, “He was a more productive carrier, using only his hands, than Typhoid Mary.” Repetitive success, it turned out, taught him the worst possible lesson. Few learning environments are that wicked, but it doesn’t take much to throw experienced pros off course. Expert firefighters, when faced with a new situation, like a fire in a skyscraper, can find themselves suddenly deprived of the intuition formed in years of house fires, and prone to poor decisions. With a change of the status quo, chess masters too can find that the skill they took years to build is suddenly obsolete.

What interests me about Charness’s study, however, is that it moves beyond the 10,000-hour rule by asking not just how long people worked, but also what type of work they did. In more detail, they studied players who had all spent roughly the same amount of time—around 10,000 hours—playing chess. Some of these players had become grand masters while others remained at an intermediate level. Both groups had practiced the same amount of time, so the difference in their ability must depend on how they used these hours. It was these differences that Charness sought. In the 1990s, this was a relevant question. There was debate in the chess world at the time surrounding the best strategies for improving. One camp thought tournament play was crucial, as it provides practice with tight time limits and working through distractions. The other camp, however, emphasized serious study—pouring over books and using teachers to help identify and then eliminate weaknesses. When surveyed, the participants in Charness’s study thought tournament play was probably the right answer. The participants, as it turns out, were wrong. Hours spent in serious study of the game was not just the most important factor in predicting chess skill, it dominated the other factors. The researchers discovered that the players who became grand masters spent five times more hours dedicated to serious study than those who plateaued at an intermediate level. The grand masters, on average, dedicated around 5,000 hours out of their 10,000 to serious study. The intermediate players, by contrast, dedicated only around 1,000 to this activity.

The 5 Elements of Effective Thinking (Edward B. Burger;Michael Starbird) - Your Highlight on page 17 | location 251-270 | Added on Monday, 6 April 2015 03:03:56 Understand simple things deeply The most fundamental ideas in any subject can be understood with ever-increasing depth. Professional tennis players watch the ball; mathematicians understand a nuanced notion of number; successful students continue to improve their mastery of the concepts from previous chapters and courses as they move toward the more advanced material on the horizon; successful people regularly focus on the core purpose of their profession or life. True experts continually deepen their mastery of the basics. Trumpeting understanding through a note-worthy lesson. Tony Plog is an internationally acclaimed trumpet virtuoso, composer, and teacher. A few years ago we had the opportunity to observe him conducting a master class for accomplished soloists. During the class, each student played a portion of his or her selected virtuosic piece. They played wonderfully. Tony listened politely and always started his comments, “Very good, very good. That is a challenging piece, isn’t it?” As expected, he proceeded to give the students advice about how the piece could be played more beautifully, offering suggestions about physical technique and musicality. No surprise. But then he shifted gears. He asked the students to play a very easy warm-up exercise that any beginning trumpet player might be given. They played the handful of simple notes, which sounded childish compared to the dramatically fast, high notes from the earlier, more sophisticated pieces. After they played the simple phrase, Tony, for the first time during the lesson, picked up the trumpet. He played that same phrase, but when he played it, it was not childish. It was exquisite. Each note was a rich, delightful sound. He gave the small phrase a delicate shape, revealing a flowing sense of dynamics that enabled us to hear meaning in those simple notes. The students’ attempts did not come close—the contrast was astounding. The fundamental difference between the true master and the talented students clearly occurred at a far more basic level than in the intricacies of complex pieces. Tony explained that mastering an efficient, nuanced performance of simple pieces allows one to play spectacularly difficult pieces with greater control and artistry. The lesson was simple. The master teacher suggested that the advanced students focus more of their time on practicing simple pieces intensely—learning to perform them with technical efficiency and beautiful elegance. Deep work on simple, basic ideas helps to build true virtuosity—not just in music but in everything. ==========

Men have to improve and men must take the lead in improving the relationship situation.   With better male-female relationships there will be better families.   With better families we will have better communities, which in turn will lead to a better nation.   Most of the ills in society can be traced to the breakdown of the family.   These ills can properly addressed if the family is improved. 

The most effective people concentrate on their “areas of excellence,” that is, on the things they do best and on those high-impact activities that will advance their life-work. In being so consumed by the important things, they find it easy to say no to the less-than-worthy distractions that clamor for their attention. Michael Jordan, the best basketball player in the game’s history, did not negotiate his contracts, design his uniforms and prepare his travel schedules. He focused his time and energies on what he did best: playing basketball, and delegated everything else to his handlers. Jazz great Louis Armstrong did not spend his time selling tickets to his shows and setting up chairs for the audience. He concentrated on his point of brilliance: playing the trumpet. Learning to say no to the non-essentials will give you more time to devote to the things that have the power to truly improve the way you live and help you leave the legacy you know in your heart you are destined to leave.

Are you trying out for most improved player there Cheney? Start off really, really bad and then just slowly improve and get the most improved award?

For becoming a better player, we must self-analyze our best performance & critically listen to own conscience - it will highlight the flaws we got away with.. Most of the times we win due to weak competition or external conditions, but we get so deafened by the applause that a call of improvement never reach our ears.

People tend to be attracted to people who are similar to them. When nines on the spiritual maturity scale are looking for intimate friendships, they aren’t drawn to threes. [...] If you want to cultivate deep friendships with mature Christians, you have to start by becoming more spiritually mature yourself. It’s like playing tennis. A really good player will occasionally play with a beginner, but in order for the experienced player to be challenged and to improve, she is required to play most frequently with people who are at or above her skill level. If you don’t like who you are hanging out with, then it’s time to step up your own game instead of complaining about the quality of player who will agree to play with you.

Note that your capacity to win will most likely diminish if you cannot show the other players how credible you are. There are even instances when incurring expenses is better than losing your credibility.

RESULTS-ORIENTED THINKING Not being results-oriented gets a lot of attention in the poker world these days. The solution most often given is to ignore, block out, or detach from your results. Players know it’s a mistake to focus too much on short-term results because of variance, but stopping is easier said than done. When you only focus on wins and losses, your emotions go on a rollercoaster because they are attached to money and winning. Being focused on winning and money in the short run is not what causes problems; it’s the set of results you’re ignoring. You also need to focus on qualitative results so your emotions can attach to factors that you have 100% control of in the short run. The process model provides the structure and organization to capture qualitative results since they aren’t easily calculated at the end of a session or tournament. Use the model to focus more and more on the quality of your play, your mental game, and overall improvement; and steadily your emotions will reorganize around this set of results.

Poker players tend to overly focus on money immediately after a session because it matters most in the long run and it’s so easy to calculate. The problem is that because of variance, monetary results alone are unreliable measures in the short term of how you played. Here are a few better ways to evaluate how you played: Look closely at tough decisions to see how you played them. Estimate how much variance influenced results. Calculate whether you accomplished the qualitative goals you set before the session. If you fell short, why? Review how you did in the areas you’re trying to improve (poker strategy and mental game). Did you see any progress? If you’re going to analyze hands later, write some game flow notes or thoughts about them that you may otherwise forget. Spending a short time to evaluate is also a great way to: Put poker down when you’re done playing, so you can go on with your life. Reset your mind before the next time you play.

FOR MANY YEARS, I was on a committee that read and selected papers to be published at SIGGRAPH, the annual computer graphics conference I mentioned in chapter 2. These papers were supposed to present ideas that advanced the field. The committee was composed of many of the field’s most prominent players, all of whom I knew; it was a group that took the task of selecting papers very seriously. At each of the meetings, I was struck that there seemed to be two kinds of reviewers: some who would look for flaws in the papers, and then pounce to kill them; and others who started from a place of seeking and promoting good ideas. When the “idea protectors” saw flaws, they pointed them out gently, in the spirit of improving the paper—not eviscerating it. Interestingly, the “paper killers” were not aware that they were serving some other agenda (which was often, in my estimation, to show their colleagues how high their standards were). Both groups thought they were protecting the proceedings, but only one group understood that by looking for something new and surprising, they were offering the most valuable kind of protection. Negative feedback may be fun, but it is far less brave than endorsing something unproven and providing room for it to grow.

First, they understand the importance of setting specific goals. Most people say that they understand this concept, but few actually put the concept into practice. For example, average volleyball players set goals to improve their “concentration” (exactly what is that?), whereas top performers decide they need to practice tossing the ball correctly—and they understand each of the elements in the toss. As part of this focus on specific levels of achievement, top performers set their goals to improve behaviors or processes rather than outcomes.

The 50-inch TCL Roku TV balances picture quality and value for money. And this is also what happens when America’s top TV brand and the world’s most popular streaming services content instantly and from one single place. You have everything on the Roku from live TV to game console or if you wish choose from over 1500 streaming channels. This is also the widest selection any smart TV has ever had. Find that perfect movie or TV show easily across top streaming channels by title, actor or director with the acclaimed Roku ‘Search’ feature. On the Roku, you will find more than 200,000 streaming movies and shows that you can choose from. The Remote is simple and puts control into the users’ hands and lets you instantly choose your preferred content from anywhere. Use the Roku Mobile app on your smartphone or tablet to control your Roku TV. Cast your personal media, videos and photos and even music to the big screen. With a 120 Hz refresh rate, the TV displays images at 1080p. It has a built-in wireless and not one, but three HDMI ports that provide a high definition multimedia interface. Wired calls the TCL Roku TV ‘The First Smart TV worth using’. The TCL TV has a Roku box built into it. It is a smart TV that includes the Roku operating system, which is also the favorite OS for most users. The OS is considered as one of the best compared to all the other products and definitely better than any other smart TVs. Recently, the Roku TV was displayed at the prestigious CES 2018 with a brand new OS. We all know a lot about Roku and there are lots of Roku fans across the United States. The recently released series of Roku OS 8 comes with some new and improved features. All Roku TVs have a ‘Tuner’ input that enables you to plug into an antenna and look for channels. In the new Roku TV, the ‘Tuner’ input is available on the Home screen itself; which makes it very easy to navigate to it without fumbling Once you select the ‘Tuner’ input it takes you to the last tuned channel You will also get a preview of what is playing right now The Roku OS 8 also comes with a Smart Guide where you will get a 14-day preview of what is available on all the channels that the Roku TV has scanned for Scroll through the Smart Guide to find out your next programming on the list The experience is fluid with no judder or lag; users will be able to scan through the Smart Guide very easily All you have to do is use the HD antenna and the Roku TV will pop up all the entertainment information In addition to the Smart Guide, there is also a new feature called ‘More Ways to Watch’ Anytime Roku identifies a content that is on the Smart Guide, which is also available on other Roku channels it is marked with a ‘*’. This indicates that there are more ways to watch a single programming content You also don’t have to wait to watch your favorite programming Wherever you see the ‘*’at any time on the Smart Guide, hit the ‘Ok’ button on your remote and watch it on another Roku channel instantly The pricing for the channel or programming is also displayed If you have a Roku set top box that is connected to a different TV (other than the Roku), there is a new feature in the ‘Search’ where Roku will tell you the channel on which a particular programming is available with the precise timing. The Roku OS 8 has already been pushed out to all the players and TVs. The same OS 8 version is available for Roku Set top boxes as well. If any problem in Roku setup, please call us @+1-877-302-5260

According to famed psychologist David McClelland, there are three basic types of motivation: 1) Achievement, 2) Authority and 3) Affiliation. Achievement Seekers Those who seek Achievement are looking for the following things: They attain realistic but challenging goals. Achieving the task is its own reward. Financial reward is a measurement of success. Security/status are not the primary motivators. Feedback is a quantifiable measure of success. They seek improvement. Authority Seekers Employees who seek Authority are looking for the following things: They value their ideas being heard and prevailing. Having influence and impact is the most important reward. They show leadership skills and enjoy directing others. Increasing personal status and prestige is important. Affiliation Seekers Employees who are motivated by Affiliation are looking for the following things: They need friendly relationships and are motivated by interaction with others. Being liked and held in high regard is important. They are team players. Emotions are a larger motivating factor than quantifiable data. They are in tune with others’ feelings and seek to make others happy.

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Why is this? How can experience be so valuable in some professions but almost worthless in others? To see why, suppose that you are playing golf. You are out on the driving range, hitting balls toward a target. You are concentrating, and every time you fire the ball wide you adjust your technique in order to get it closer to where you want it to go. This is how practice happens in sport. It is a process of trial and error. But now suppose that instead of practicing in daylight, you practice at night—in the pitch-black. In these circumstances, you could practice for ten years or ten thousand years without improving at all. How could you progress if you don’t have a clue where the ball has landed? With each shot, it could have gone long, short, left, or right. Every shot has been swallowed by the night. You wouldn’t have any data to improve your accuracy. This metaphor solves the apparent mystery of expertise. Think about being a chess player. When you make a poor move, you are instantly punished by your opponent. Think of being a clinical nurse. When you make a mistaken diagnosis, you are rapidly alerted by the condition of the patient (and by later testing). The intuitions of nurses and chess players are constantly checked and challenged by their errors. They are forced to adapt, to improve, to restructure their judgments. This is a hallmark of what is called deliberate practice. For psychotherapists things are radically different. Their job is to improve the mental functioning of their patients. But how can they tell when their interventions are going wrong or, for that matter, right? Where is the feedback? Most psychotherapists gauge how their clients are responding to treatment not with objective data, but by observing them in clinic. But these data are highly unreliable. After all, patients might be inclined to exaggerate how well they are to please the therapist, a well-known issue in psychotherapy. But there is a deeper problem. Psychotherapists rarely track their clients after therapy has finished. This means that they do not get any feedback on the lasting impact of their interventions. They have no idea if their methods are working or failing—if the client’s long-term mental functioning is actually improving. And that is why the clinical judgments of many practitioners don’t improve over time. They are effectively playing golf in the dark.11

In a now-famous experiment, he and his colleagues compared three groups of expert violinists at the elite Music Academy in West Berlin. The researchers asked the professors to divide the students into three groups: the “best violinists,” who had the potential for careers as international soloists; the “good violinists”; and a third group training to be violin teachers rather than performers. Then they interviewed the musicians and asked them to keep detailed diaries of their time. They found a striking difference among the groups. All three groups spent the same amount of time—over fifty hours a week— participating in music-related activities. All three had similar classroom requirements making demands on their time. But the two best groups spent most of their music-related time practicing in solitude: 24.3 hours a week, or 3.5 hours a day, for the best group, compared with only 9.3 hours a week, or 1.3 hours a day, for the worst group. The best violinists rated “practice alone” as the most important of all their music-related activities. Elite musicians—even those who perform in groups—describe practice sessions with their chamber group as “leisure” compared with solo practice, where the real work gets done. Ericsson and his cohorts found similar effects of solitude when they studied other kinds of expert performers. “Serious study alone” is the strongest predictor of skill for tournament-rated chess players, for example; grandmasters typically spend a whopping five thousand hours—almost five times as many hours as intermediatelevel players—studying the game by themselves during their first ten years of learning to play. College students who tend to study alone learn more over time than those who work in groups. Even elite athletes in team sports often spend unusual amounts of time in solitary practice. What’s so magical about solitude? In many fields, Ericsson told me, it’s only when you’re alone that you can engage in Deliberate Practice, which he has identified as the key to exceptional achievement. When you practice deliberately, you identify the tasks or knowledge that are just out of your reach, strive to upgrade your performance, monitor your progress, and revise accordingly. Practice sessions that fall short of this standard are not only less useful—they’re counterproductive. They reinforce existing cognitive mechanisms instead of improving them. Deliberate Practice is best conducted alone for several reasons. It takes intense concentration, and other people can be distracting. It requires deep motivation, often self-generated. But most important, it involves working on the task that’s most challenging to you personally. Only when you’re alone, Ericsson told me, can you “go directly to the part that’s challenging to you. If you want to improve what you’re doing, you have to be the one who generates the move. Imagine a group class—you’re the one generating the move only a small percentage of the time.” To see Deliberate Practice in action, we need look no further than the story of Stephen Wozniak. The Homebrew meeting was the catalyst that inspired him to build that first PC, but the knowledge base and work habits that made it possible came from another place entirely: Woz had deliberately practiced engineering ever since he was a little kid. (Ericsson says that it takes approximately ten thousand hours of Deliberate Practice to gain true expertise, so it helps to start young.)

game, “play naked.” If it was evident by the late 1990s that taking steroids improved performance, it was also evident that the one entity that could curtail it most effectively—the Major League Baseball Players Association—would not do so. “In each case where any of us would approach a player, what ended up happening was that the union made it clear that you’re not going anywhere with this one,” said La Russa. So he and other managers and coaches were left to deal with the problem on their own. During