Optimal Performance Quotes

Growth comes at the point of resistance. We learn by pushing ourselves and finding what really lies at the outer reaches of our abilities.

It is rarely a mysterious technique that drives us to the top, but rather a profound mastery of what may well be a basic skill set.

One idea I taught was the importance of regaining presence and clarity of mind after making a serious error.

In my experience, successful people shoot for the stars, put their hearts on the line in every battle, and ultimately discover that the lessons learned from the pursuit of excellence mean much more than the immediate trophies and glory.

To produce at your peak level you need to work for extended periods with full concentration on a single task free from distraction. Put another way, the type of work that optimizes your performance is deep work.

In the end, mastery involves discovering the most resonant information and integrating it so deeply and fully it disappears and allows us to fly free.

A key component of high-level learning is cultivating a resilient awareness that is the older, conscious embodiment of a child’s playful obliviousness.

Everyone at a high level has a huge amount of chess understanding, and much of what separates the great from the very good is deep presence, relaxation of the conscious mind, which allows the unconscious to flow unhindered.

When uncomfortable, my instinct is not to avoid the discomfort but to become at peace with it.

If I want to be the best, I have to take risks others would avoid, always optimizing the learning potential of the moment and turning adversity to my advantage. That said, there are times when the body needs to heal, but those are ripe opportunities to deepen the mental, technical, internal side of my game. When aiming for the top, your path requires an engaged, searching mind. You have to make obstacles spur you to creative new angles in the learning process. Let setbacks deepen your resolve. You should always come off an injury or a loss better than when you went down.

The secret is that everything is always on the line. The more present we are at practice, the more present we will be in competition, in the boardroom, at the exam, the operating table, the big stage. If we have any hope of attaining excellence, let alone of showing what we’ve got under pressure, we have to be prepared by a lifestyle of reinforcement. Presence must be like breathing.

Musicians, actors, athletes, philosophers, scientists, writers understand that brilliant creations are often born of small errors.

The fact of the matter is that there will be nothing learned from any challenge in which we don’t try our hardest. Growth comes at the point of resistance. We learn by pushing ourselves and finding what really lies at the outer reaches of our abilities. *

The real art in learning takes place as we move beyond proficiency, when our work becomes an expression of our essence.

I was unhindered by internal conflict—a state of being that I have come to see as fundamental to the learning process.

Mental resilience is arguably the most critical trait of a world-class performer, and it should be nurtured continuously.

I found myself calculating less and feeling more,

Instead of running from our emotions or being swept away by their initial gusts, we should learn to sit with them, become at peace with their unique flavors, and ultimately discover deep pools of inspiration.

Millennials became the first generation to fully conceptualize themselves as walking college resumes. With assistance from our parents, society, and educators, we came to understand ourselves, consciously or not, as “human capital”: subjects to be optimized for better performance in the economy.

In every discipline, the ability to be clearheaded, present, cool under fire is much of what separates the best from the mediocre.

To walk a thorny road, we may cover its every inch with leather or we can make sandals. Anger.

We must take responsibility for ourselves, and not expect the rest of the world to understand what it takes to become the best that we can become. Great ones are willing to get burned time and again as they sharpen their swords in the fire.

But as with all skills, the most sophisticated techniques tend to have their foundation in the simplest of principles. As

Even when children are taught music, the usual problem often arises: too much emphasis is placed on how they perform, and too little on what they experience. Parents

As with any new skill, attitude, style, or belief, adopting a coaching ethos requires commitment, practice, and some time before it flows naturally and its effectiveness is optimized.

Flow is more than an optimal state of consciousness—one where we feel our best and perform our best—it also appears to be the only practical answer to the question: What is the meaning of life? Flow is what makes life worth living.

Not only do we have to be good at waiting, we have to love it. Because waiting is not waiting, it is life. Too many of us live without fully engaging our minds, waiting for that moment when our real lives begin.

Every human being should regard himself as if he were exactly balanced between innocence and guilt. Simultaneously he should regard the world as being in the same case. It follows then that if he performs one good deed, he has weighted the scales in favour of both himself and of the whole world, and thus brought about salvation both for himself and for all the inhabitants of the world.

If I want to be the best, I have to take risks others would avoid, always optimizing the learning potential of the moment and turning adversity to my advantage.

When our brains constantly scan for and focus on the positive, we profit from three of the most important tools available to us: happiness, gratitude, and optimism.

Own 100 percent of your focus. The most challenging of endurance drills will bring you to a level of optimal mental and physical performance.

My book was Kennedyan and accepted the notion of moral progress. What was really wanted was a Nixonian book with no shred of optimism in it. Let us have evil prancing on the page... up to the very last line... Such a book would be sensational, and so it is. But I do not think it is it fair picture of human life. I do not think so because, by definition, a human being is endowed with free will. He can use this to choose between good and evil. If he can only perform good or only perform evil, then he is a clockwork orange-meaning that he has the appearance of an organism lovely with colour and juice but is in fact only a clockwork toy to be wound up by God or the Devil... It is as inhuman to be totally good as it is to be totally evil. The important thing is moral choice... Life is sustained by the grinding opposition of moral entities.

In performance training, first we learn to flow with whatever comes. Then we learn to use whatever comes to our advantage. Finally, we learn to be completely self-sufficient and create our own earthquakes, so our mental process feeds itself explosive inspirations without the need for outside stimulus. The

I knew how to block out my issues in a sprint, but in marathons I ran out of gas. Consistency became a critical problem. On days that I was inspired, I was unstoppable. But other days I would play bad chess. The time had come for me to learn the science of long-term, healthy, self-sustaining peak performance.

we cannot calculate our important contests, adventures, and great loves to the end. The only thing we can really count on is getting surprised. No matter how much preparation we do, in the real tests of our lives, we’ll be in unfamiliar terrain. Conditions might not be calm or reasonable. It may feel as though the whole world is stacked against us. This is when we have to perform better than we ever conceived of performing. I believe the key is to have prepared in a manner that allows for inspiration, to have laid the foundation for us to create under the wildest pressures we ever imagined.

there are clear distinctions between what it takes to be decent, what it takes to be good, what it takes to be great, and what it takes to be among the best. If your goal is to be mediocre, then you have a considerable margin for error. You can get depressed when fired and mope around waiting for someone to call with a new job offer. If you hurt your toe, you can take six weeks watching television and eating potato chips.

Few readers will be shocked by the news that extrinsic motivators are a poor substitute for genuine interest in what one is doing. What is likely to be far more surprising and disturbing is the further point that rewards, like punishments, actually undermine the intrinsic motivation that promotes optimal performance.

When our brains constantly scan for and focus on the positive, we profit from three of the most important tools available to us: happiness, gratitude, and optimism. The role happiness plays should be obvious—the more you pick up on the positive around you, the better you’ll feel—and we’ve already seen the advantages to performance that brings. The second mechanism at work here is gratitude, because the more opportunities for positivity we see, the more grateful we become. Psychologist Robert Emmons, who has spent nearly his entire career studying gratitude, has found that few things in life are as integral to our well-being.11 Countless other studies have shown that consistently grateful people are more energetic, emotionally intelligent, forgiving, and less likely to be depressed, anxious, or lonely. And it’s not that people are only grateful because they are happier, either; gratitude has proven to be a significant cause of positive outcomes. When researchers pick random volunteers and train them to be more grateful over a period of a few weeks, they become happier and more optimistic, feel more socially connected, enjoy better quality sleep, and even experience fewer headaches than control groups.

A new problem appears: devices that optimize the performance of the human body for the purpose of producing proof require additional expenditures. No money, no proof - and that means no verification of statements and no truth. The games of scientific language become the games of the rich, in which whoever is the wealthiest has the best chance of being right. An equation between wealth, efficiency, and truth is thus established.

THE MILITARY HAS A saying: “Train for certainty, educate for uncertainty.

When our hopes for performance are not completely met, realistic optimism involves accepting what cannot now be changed, rather than condemning or second-guessing ourselves. Focusing on the successful aspects of performance (even when the success is modest) promotes positive affect, reduces self-doubt, and helps to maintain motivation (e.g., McFarland & Ross, 1982).... Nevertheless, realistic optimism does not include or imply expectations that things will improve on their own. Wishful thinking of this sort typically has no reliable supporting evidence. Instead, the opportunity-seeking component of realistic optimism motivates efforts to improve future performances on the basis of what has been learned from past performances.

It is rarely a mysterious technique that drives us to the top, but rather a profound mastery of what may well be a basic skill set. Depth beats breadth any day of the week, because it opens a channel for the intangible, unconscious, creative components of our hidden potential.

Business people love to hate their current software and love to love the next software they haven't yet bought. Salespeople count on this. But tomorrow's tools will become the current tools.

Self-observation is simply the observation of an internal state and an external event. It is pure awareness, which gives one the ability to choose one's actions. Only by having the choice can one perform what is right.

Money, it is conventional to argue, is a medium of exchange, which has the advantage of eliminating inefficiencies of barter; a unit of account, which facilitates valuation and calculation; and a store of value, which allows economic transactions to be conducted over long periods as well as geographical distances. To perform all these functions optimally, money has to be available, affordable, durable, fungible, portable and reliable.

I would take in vast amounts of technical information that my brain somehow put together into bursts of insight that felt more like music or wind than mathematical combinations. Increasingly, I had the sense that the key to these leaps was interconnectedness—some part of my being was harmonizing all my relevant knowledge, making it gel into one potent eruption, and suddenly the enigmatic was crystal-clear. But what was really happening?

Whenever I made a fundamental error, he would mention the principle I had violated. If I refused to budge, he’d proceed to take advantage of the error until my position fell apart. Over time, Bruce earned my respect as I saw the correctness of his ideas.

This is how athleisure has carved out the space between exercise apparel and fashion: the former category optimizes your performance, the latter optimizes your appearance, and athleisure does both simultaneously. It is tailor-made for a time when work is rebranded as pleasure so that we will accept more of it—a time when, for women, improving your looks is a job that you’re supposed to believe is fun.

After three decades of research, Zimbardo found that the healthiest, happiest, highest performers blend the best of both worlds. The optimal time perspective combines the energy, joy, and openness of Presents, with the strength, fortitude, and long-term vision of the Futures.

Don’t strive to be a well-rounded leader. Instead, discover your zone and stay there. Then delegate everything else. Admitting a weakness is a sign of strength. Acknowledging weakness doesn’t make a leader less effective. Everybody in your organization benefits when you delegate responsibilities that fall outside your core competency. Thoughtful delegation will allow someone else in your organization to shine. Your weakness is someone’s opportunity. Leadership is not always about getting things done “right.” Leadership is about getting things done through other people. The people who follow us are exactly where we have led them. If there is no one to whom we can delegate, it is our own fault. As a leader, gifted by God to do a few things well, it is not right for you to attempt to do everything. Upgrade your performance by playing to your strengths and delegating your weaknesses. There are many things I can do, but I have to narrow it down to the one thing I must do. The secret of concentration is elimination. Devoting a little of yourself to everything means committing a great deal of yourself to nothing. My competence in these areas defines my success as a pastor. A sixty-hour workweek will not compensate for a poorly delivered sermon. People don’t show up on Sunday morning because I am a good pastor (leader, shepherd, counselor). In my world, it is my communication skills that make the difference. So that is where I focus my time. To develop a competent team, help the leaders in your organization discover their leadership competencies and delegate accordingly. Once you step outside your zone, don’t attempt to lead. Follow. The less you do, the more you will accomplish. Only those leaders who act boldly in times of crisis and change are willingly followed. Accepting the status quo is the equivalent of accepting a death sentence. Where there’s no progress, there’s no growth. If there’s no growth, there’s no life. Environments void of change are eventually void of life. So leaders find themselves in the precarious and often career-jeopardizing position of being the one to draw attention to the need for change. Consequently, courage is a nonnegotiable quality for the next generation leader. The leader is the one who has the courage to act on what he sees. A leader is someone who has the courage to say publicly what everybody else is whispering privately. It is not his insight that sets the leader apart from the crowd. It is his courage to act on what he sees, to speak up when everyone else is silent. Next generation leaders are those who would rather challenge what needs to change and pay the price than remain silent and die on the inside. The first person to step out in a new direction is viewed as the leader. And being the first to step out requires courage. In this way, courage establishes leadership. Leadership requires the courage to walk in the dark. The darkness is the uncertainty that always accompanies change. The mystery of whether or not a new enterprise will pan out. The reservation everyone initially feels when a new idea is introduced. The risk of being wrong. Many who lack the courage to forge ahead alone yearn for someone to take the first step, to go first, to show the way. It could be argued that the dark provides the optimal context for leadership. After all, if the pathway to the future were well lit, it would be crowded. Fear has kept many would-be leaders on the sidelines, while good opportunities paraded by. They didn’t lack insight. They lacked courage. Leaders are not always the first to see the need for change, but they are the first to act. Leadership is about moving boldly into the future in spite of uncertainty and risk. You can’t lead without taking risk. You won’t take risk without courage. Courage is essential to leadership.

With many high-earning, public women espousing operating as individuals, "feminism" was reduced to a self-empowerment strategy. A way to get things. A way to get more of the things you thought you deserved. A way to consume. But it also performed something far more sinister: "feminism" became automatically imbued with agency and autonomy, starting popular feminist discourse with a lack of class literacy. Centering popular feminism there meant that the women and other marginalized genders who didn't have the necessary means to secure independence or power—in broader culture, in their families, in their communities, in their workplaces—were not a part of this conversation about becoming an optimized agent of self.

When untrammeled—and encouraged—we prefer to live on the edge. There, we can still be both confident in our experience and confronting the chaos that helps us develop. We’re hard-wired, for that reason, to enjoy risk (some of us more than others). We feel invigorated and excited when we work to optimize our future performance, while playing in the present. Otherwise we lumber around, sloth-like, unconscious, unformed and careless.

I like my code to be elegant and efficient. The logic should be straightforward to make it hard for bugs to hide, the dependencies minimal to ease maintenance, error handling complete according to an articulated strategy, and performance close to optimal so as not to tempt people to make the code messy with unprincipled optimizations. Clean code does one thing well. -Bjarne Stroustrup, inventor of C++ and author of The C++ Programming Language

Decent” people the world over do not spend too much energy on the task of sexual reproduction, or on the practices that have been built on it. Romance resembles sports in this respect as well: instead of doing it personally, most people are content to hear about it or watch a few experts perform it. A

A life lived well, or poorly, uses our resources to such an extent that it can weaken many areas which were once strong. Simply from wear and tear, we may tire and need to be re-fortified. Seek ways to re-strengthen so that you may perform at higher levels and increase your endurance to enjoy a life you love.

In short, I was a mess. I had learned as a boy how to deal with distraction in a given moment, but the larger distractions of my life were overwhelming me. In an isolated situation, I could overcome the issues—I’ve always been able to bring it for the big game—but the kind of reckless intensity this required sapped me.

When we strike a balance between the challenge of an activity and our skill at performing it, when the rhythm of the work itself feels in sync with our pulse, when we know that what we're doing matters, we can get totally absorbed in our task. That is happiness. The life coach Martha Beck asks new potential clients, "Is there anything you do regularly that makes you forget what time it is?" That forgetting -- that pure absorption -- is what the psychologist Mihaly Csikzentmihalyi calls "flow" or optimal experience. In an interview with Wired magazine, he described flow as "being completely involved in an activity for its own sake. The ego falls away. Time flies. Every action, movement and thought follows inevitably from the previous one, like playing jazz. Your whole being is involved, and you're using your skills to the utmost." In a typical day that teeters between anxiety and boredom, flow experiences are those flashes of intense living -- bright against the dull. These optimal experiences can happen when we're engaged in work paid and unpaid, in sports, in music, in art. The researchers Maria Allison and Margaret Duncan have studied the role of flow in women's lives and looked at factors that contributed to what they call "antiflow." Antiflow was associated with repetitive household tasks, repetitive tasks at work, unchallenging tasks, and work we see as meaningless. But there's an element of chaos when it comes to flow. Even if we're doing meaningful and challenging work, that sense of total absoprtion can elude us. We might get completely and beautifully lost in something today, and, try as we might to re-create the same conditions tomorrow, our task might jsut feel like, well, work. In A Life of One's Own, Marion Milner described her effort to re-create teh conditions of her own recorded moments of happiness, saying, "Often when I felt certain that I had discovered the little mental act which produced the change I walked on air, exulting that I had found the key to my garden of delight and could slip through the door whenever I wished. But most often when I came again the place seemed different, the door overgrown with thorns and my key stuck in the lock. It was as if the first time I had said 'abracadabra' the door had opened, but the next time I must use a different word. (123-124).

The learning principle is to plunge into the detailed mystery of the micro in order to understand what makes the macro tick. Our obstacle is that we live in an attention-deficit culture. We are bombarded with more and more information on television, radio, cell phones, video games, the Internet. The constant supply of stimulus has the potential to turn us into addicts, always hungering for something new and prefabricated to keep us entertained. When nothing exciting is going on, we might get bored, distracted, separated from the moment. So we look for new entertainment, surf channels, flip through magazines. If caught in these rhythms, we are like tiny current-bound surface fish, floating along a two-dimensional world without any sense for the gorgeous abyss below. When these societally induced tendencies translate into the learning process, they have devastating effect.

There is no such thing as time management. There is only the mindset that optimally manages the self and its actions.

You hate to cultivate the mindset that anything that is not a braced neutral spinal position is probably going to kill you.

A heartfelt, empathetically present, incrementally inspiring mom or dad or coach can liberate an ambitious child to take the world by the horns. As

The technical afterthoughts of a truly great one can appear to be divine inspiration to the lesser artist. When

Narcissism: The desire to stand out, to be noticed, to be recognized

Leadership is not a position. It’s a behavior. And you don’t get to decide if you’re doing it well.

five categories: grit, mental acuity, drive, leadership, and teamability.

If you want to improve performance and productivity, set a vision that inspires and delights.

I believe that one of the most critical factors in the transition to becoming a conscious high performer is the degree to which your relationship to your pursuit stays in harmony with your unique disposition. There will inevitably be times when we need to try new ideas, release our current knowledge to take in new information—but it is critical to integrate this new information in a manner that does not violate who we are. By taking away our natural voice, we leave ourselves without a center of gravity to balance us as we navigate the countless obstacles along our way.

Then there are those elite performers who use emotion, observing their moment and then channeling everything into a deeper focus that generates a uniquely flavored creativity. This is an interesting, resilient approach based on flexibility and subtle introspective awareness. Instead of being bullied by or denying their unconscious, these players let their internal movements flavor their fires.

When we step back from these individual observations, we see a clear argument form: To produce at your peak level you need to work for extended periods with full concentration on a single task free from distraction. Put another way, the type of work that optimizes your performance is deep work. If you’re not comfortable going deep for extended periods of time, it’ll be difficult to get your performance to the peak levels of quality and quantity increasingly necessary to thrive professionally. Unless your talent and skills absolutely dwarf those of your competition, the deep workers among them will outproduce you. What

A system is never the sum of its parts,” Russell Ackoff, an organizational theorist and a pioneer in the field of systems thinking and management science, famously said. “It’s the product of their interaction.

Once we learn how to use adversity to our advantage, we can manufacture the helpful growth opportunity without actual danger or injury. I call this tool the internal solution—we can notice external events that trigger helpful growth or performance opportunities, and then internalize the effects of those events without their actually happening. In this way, adversity becomes a tremendous source of creative inspiration.

Debugging tip: For server applications, be sure to always specify the -server JVM command line switch when invoking the JVM, even for development and testing. The server JVM performs more optimization than the client JVM, such as hoisting variables out of a loop that are not modified in the loop; code that might appear to work in the development environment (client JVM) can break in the deployment environment (server JVM).

In our studies, we found that every flow activity, whether it involved competition, chance, or any other dimension of experience, had this in common: It provided a sense of discovery, a creative feeling of transporting the person into a new reality. It pushed the person to higher levels of performance, and led to previously undreamed-of states of consciousness. In short, it transformed the self by making it more complex. In

A symbolic system is like a game in that it provides a separate reality, a world of its own where one can perform actions that are permitted to occur in that world, but that would not make much sense anywhere else.

But the point is not to do one thing. The point is to master the habit of showing up. The truth is, a habit must be established before it can be improved. If you can’t learn the basic skill of showing up, then you have little hope of mastering the finer details. Instead of trying to engineer a perfect habit from the start, do the easy thing on a more consistent basis. You have to standardize before you can optimize. As you master the art of showing up, the first two minutes simply become a ritual at the beginning of a larger routine. This is not merely a hack to make habits easier but actually the ideal way to master a difficult skill. The more you ritualize the beginning of a process, the more likely it becomes that you can slip into the state of deep focus that is required to do great things. By doing the same warm-up before every workout, you make it easier to get into a state of peak performance. By following the same creative ritual, you make it easier to get into the hard work of creating. By developing a consistent power-down habit, you make it easier to get to bed at a reasonable time each night.

The take-home message wasn’t that the majority of these great performers did their best work at a certain time of day, or that there is an optimal hour for productivity. Rather, each individual figured out when they were most alert and focused, and designed their day accordingly. These individuals were optimizing around their respective chronotypes, which is the scientific term for the unique ebb and flow of energy that everyone experiences over the course of 24 hours.

In my experience, successful people shoot for the stars, put their hearts on the line in every battle, and ultimately discover that the lessons learned from the pursuit of excellence mean much more than the immediate trophies and glory. In the long run, painful losses may prove much more valuable than wins—those who are armed with a healthy attitude and are able to draw wisdom from every experience, “good” or “bad,” are the ones who make it down the road. They are also the ones who are happier along the way. Of course the real challenge is to stay in range of this long-term perspective when you are under fire and hurting in the middle of the war. This, maybe our biggest hurdle, is at the core of the art of learning.

The past three decades have witnessed unprecedented growth in what researchers now term ultimate human performance. This is not the same as optimal human performance, and the difference is in the consequences. Optimal performance is about being your best; ultimate performance is about being your best when any mistake could kill. Both common sense and evolutionary biology tell us that progress under these “ultimate” conditions should be a laggard’s game, but that’s not exactly what the data suggests.

As a result, one of the most universal and distinctive features of optimal experience takes place: people become so involved in what they are doing that the activity becomes spontaneous, almost automatic; they stop being aware of themselves as separate from the actions they are performing.

In order for us to maximize our abilities, we must also be in an optimal mental state. What is remarkable about this condition is that the individual does not have an experience of trying hard or fully exerting themselves. In fact, the person may have the sensation of effortlessness while performing at this high level.

You can eliminate depression without making someone happy. You can cure anxiety without teaching someone optimism. You can return someone to work without improving their job performance. If all you strive for is diminishing the bad, you’ll only attain the average and you’ll miss out entirely on the opportunity to exceed the average.

If I have learned anything over my first twenty-nine years, it is that we cannot calculate our important contests, adventures, and great loves to the end. The only thing we can really count on is getting surprised. No matter how much preparation we do, in the real tests of our lives, we’ll be in unfamiliar terrain. Conditions might not be calm or reasonable. It may feel as though the whole world is stacked against us. This is when we have to perform better than we ever conceived of performing. I believe the key is to have prepared in a manner that allows for inspiration, to have laid the foundation for us to create under the wildest pressures we ever imagined. It

Conditions might not be calm or reasonable. It may feel as though the whole world is stacked against us. This is when we have to perform better than we ever conceived of performing. I believe the key is to have prepared in a manner that allows for inspiration, to have laid the foundation for us to create under the wildest pressures we ever imagined. It

But increasingly the emphasis has been to value behavior over subjective states; what is admired is success, achievement, the quality of performance rather than the quality of experience. Consequently it has become embarrassing to be called a dilettante, even though to be a dilettante is to achieve what counts most—the enjoyment one’s actions provide. It

By reframing the way you think about anxiety, you can take what was once a major drag and turn it into something useful and even beneficial in your life. And as you achieve this flip, you will naturally open the door to the extraordinary benefits that anxiety is designed to bring into your life. When functioning properly, anxiety can essentially grant you six superpowers: the ability to strengthen your overall physical and emotional resilience; perform tasks and activities at a higher level; optimize your mindset; increase your focus and productivity; enhance your social intelligence; and improve your creative skills. Getting a handle on your anxiety and shifting it to good opens the door to discovering how anxiety can become a superpower.

NO PERFORMANCE MANAGEMENT OR EMPLOYEE FEEDBACK PROCESS Your company now employs twenty-five people and you know that you should formalize the performance management process, but you don’t want to pay the price. You worry that doing so will make it feel like a “big company.” Moreover, you do not want your employees to be offended by the feedback, because you can’t afford to lose anyone right now. And people are happy, so why rock the boat? Why not take on a little management debt? The first noticeable payments will be due when somebody performs below expectations: CEO: “He was good when we hired him; what happened?” Manager: “He’s not doing the things that we need him to do.” CEO: “Did we clearly tell him that?” Manager: “Maybe not clearly . . .” However, the larger payment will be a silent tax. Companies execute well when everybody is on the same page and everybody is constantly improving. In a vacuum of feedback, there is almost no chance that your company will perform optimally across either dimension. Directions with no corrections will seem fuzzy and obtuse. People rarely improve weakness they are unaware of. The ultimate price you will pay for not giving feedback: systematically crappy company performance.

He had to teach me to be more disciplined without dampening my love for chess or suppressing my natural voice. Many teachers have no feel for this balance and try to force their students into cookie-cutter molds. I have run into quite a few egomaniacal instructors like this over the years and have come to believe that their method is profoundly destructive for students in the long run—in any case, it certainly would not have worked with me. I

Every single thing our bodies do requires movement—initiated by our musculoskeletal system—to be performed with ease. Digestion, immunity, reproduction—all of these functions require us to move. You can eat the perfect diet, sleep eight hours a night, and use only baking soda and vinegar to clean your house, but without the loads created by natural movement, all of these worthy efforts are thwarted on a cellular level, and your optimal wellness level remains elusive.

These are the terms amateur and dilettante. Nowadays these labels are slightly derogatory. An amateur or a dilettante is someone not quite up to par, a person not to be taken very seriously, one whose performance falls short of professional standards. But originally, “amateur,” from the Latin verb amare, “to love,” referred to a person who loved what he was doing. Similarly a “dilettante,” from the Latin delectare, “to find delight in,” was someone who enjoyed a given activity.

Neuronal maturity doesn’t happen at the same pace across the human brain. Some regions are completed much earlier than others, and the frontal lobes are the last to receive the finishing touches. The prefrontal cortex of the brain, the most complicated region, which provides us with cognition and judgment, demands the most sculpting. The final step in making a neuron work optimally is to have the long axonal cables wrapped in a fatty insulation from the surrounding glia, a process called myelination. Only then is the brain fully grown.

Unfortunately, most researchers studying gating dynamics in children are, as with “schizophrenia,” focused on “normal” versus “abnormal” gating. And all children are expected to fit into the defined “normal” range of behavior. Sensory gating dynamics outside that culturally determined “norm” are defined as abnormal and researchers note that Individuals with these characteristics have been classified as having sensory processing deficits (SPD). Such behaviors disrupt an individual’s ability to achieve and maintain an optimal range of performance necessary to adapt to challenges in life. The manifestations of SPD may include distraction, impulsiveness, abnormal activity level, disorganization, anxiety, and emotional lability that produce deficient social participation, insufficient self-regulation and inadequate perceived competence.1 Those terms, if you look at them more closely, are exterior, “authority” generated terms; they relate directly to the paradigm in place in those authorities. They really don’t have much to say about the interior experience of the children so labeled.

Mental toughness is the ability to focus on and execute solutions, especially in the face of adversity. Greatness rarely happens on accident. If you want to achieve excellence, you will have to act like you really want it. How? Quite simply: by dedicating time and energy into consistently doing what needs to be done. Excuses are the antithesis of accountability. Important decisions aren’t supposed to be easy, but don’t let that stop you from making them. When it comes to decisions, decide to always decide. The second we stop growing, we start dying. Stagnation easily morphs into laziness, and once a person stops trying to grow and improve, he or she is nothing more than mediocre. Develop the no-excuse mentality. Do not let anything interrupt those tasks that are most critical for growth in the important areas of your life. Find a way, no matter what, to prioritize your daily process goals, even when you have a viable excuse to justify not doing it. “If you don’t evaluate yourself, how in the heck are you ever going to know what you are doing well and what you need to improve? Those who are most successful evaluate themselves daily. Daily evaluation is the key to daily success, and daily success is the key to success in life. If you want to achieve greatness, push yourself to the limits of your potential by continuously looking for improvements. Within 60 seconds, replace all problem-focused thought with solution-focused thinking. When people focus on problems, their problems actually grow and reproduce. When you train your mind to focus on solutions, guess what expands? Talking about your problems will lead to more problems, not to solutions. If you want solutions, start thinking and talking about your solutions. Believe that every problem, no matter how large, has at the very least a +1 solution, you will find it easier to stay on the solution side of the chalkboard. When you set your mind to do something, find a way to get it done…no matter what! If you come up short on your discipline, keep fighting, kicking, and scratching to improve. Find the nearest mirror and look yourself in the eye while you tell yourself, “There is no excuse, and this will not happen again.” Get outside help if needed, but never, ever give up on being disciplined. Greatness will not magically appear in your life without significant accountability, focus, and optimism on your part. Are you ready to commit fully to turning your potential into a leadership performance that will propel you to greatness. Mental toughness is understanding that the only true obstacles in life are self-imposed. You always have the choice to stay down or rise above. In truth, the only real obstacles to your ultimate success will come from within yourself and fall into one of the following three categories: apathy, laziness and fear. Laziness breeds more laziness. When you start the day by sleeping past the alarm or cutting corners in the morning, you’re more likely to continue that slothful attitude later in the day.

Working Memory is the brain’s workspace, where you can hold and manipulate a handful of facts and figures in your head. The reason multiplying 36 by 42 in your head is so difficult is that your working memory has limits—and the older you get, the tighter your limits. That’s why mathematicians, musicians, and physicists tend to do their most important work when they’re young . . . and why once-simple tasks get progressively more difficult with age. This the type of memory, which facilitates multitasking and juggling life’s responsibilities, is the type of memory most healthy people want to optimize. Working memory plus creativity is the key to productivity.

WE HAVE SEEN HOW PEOPLE DESCRIBE the common characteristics of optimal experience: a sense that one’s skills are adequate to cope with the challenges at hand, in a goal-directed, rule-bound action system that provides clear clues as to how well one is performing. Concentration is so intense that there is no attention left over to think about anything irrelevant, or to worry about problems. Self-consciousness disappears, and the sense of time becomes distorted. An activity that produces such experiences is so gratifying that people are willing to do it for its own sake, with little concern for what they will get out of it, even when it is difficult, or dangerous.

Let’s watch: Damasio reported that the purely unemotional man was incapable of making the simplest decision. He could not get out of bed in the morning, and frittered away his days fruitlessly weighing decisions. Shock! This flies in the face of everything one would have expected: One cannot make a decision without emotion. Now, mathematics gives the same answer: If one were to perform an optimizing operation across a large collection of variables, even with a brain as large as ours, it would take a very long time to decide on the simplest of tasks. So we need a shortcut; emotions are there to prevent us from temporizing. Does it remind you of Herbert Simon’s idea? It seems that the emotions are the ones doing the job.

Such networks of neurons are built following the principle that “cells that fire together, wire together” (Hebb’s rule). In short, neurons that are frequently active at the same time tend to become associated and end up connecting with one another. This principle has major implications for brain fitness. First, the more a network of neurons is activated (i.e., the more often the neurons fire together), the stronger the connections become. If a network supporting a brain function is repeatedly stimulated through practice and training, it will become stronger, contributing to the optimization of that brain function. Second, by contrast, the less a network of neurons is activated the weaker the connections become, and weak connections end up dying. This accounts for the popular idea “use it or lose it” – brain functions that are not stimulated end up losing their efficiency since the neural networks supporting them weaken or dissipate.

Besides increasing or decreasing the stimulation level of the environment, you can also achieve an optimal level of arousal by drinking beverages that have a direct impact on neocortical arousal.38 Alcohol, at least initially, has the effect of lowering arousal. After a couple of glasses of wine the extraverts are more likely to dip below the optimal arousal level, whereas their introverted friends, nudged closer to optimal arousal, may appear unexpectedly garrulous. Coffee, being a stimulant, has the opposite effect. After ingesting about two cups of coffee, extraverts carry out tasks more efficiently, whereas introverts perform less well. This deficit is magnified if the task they are engaged in is quantitative and if it is done under time pressure. For an introvert, an innocent couple of cups of coffee before a meeting may prove challenging, particularly if the purpose of the meeting is a rapid-fire discussion of budget projections, data analysis, or similar quantitative concerns. In the same meeting an extraverted colleague is likely to benefit from a caffeine kick that creates, in the eyes of the introverts, the illusion of competency.

Due to the various pragmatic obstacles, it is rare for a mission-critical analysis to be done in the “fully Bayesian” manner, i.e., without the use of tried-and-true frequentist tools at the various stages. Philosophy and beauty aside, the reliability and efficiency of the underlying computations required by the Bayesian framework are the main practical issues. A central technical issue at the heart of this is that it is much easier to do optimization (reliably and efficiently) in high dimensions than it is to do integration in high dimensions. Thus the workhorse machine learning methods, while there are ongoing efforts to adapt them to Bayesian framework, are almost all rooted in frequentist methods. A work-around is to perform MAP inference, which is optimization based. Most users of Bayesian estimation methods, in practice, are likely to use a mix of Bayesian and frequentist tools. The reverse is also true—frequentist data analysts, even if they stay formally within the frequentist framework, are often influenced by “Bayesian thinking,” referring to “priors” and “posteriors.” The most advisable position is probably to know both paradigms well, in order to make informed judgments about which tools to apply in which situations.

Picture a group where people express their views vigorously and passionately, even arguing with one another. If the group performs well, participants might reasonably look back and say that open and forthright expressions of opinion were a key reason for success. They’ll say: We were honest, we didn’t hold back—and that’s why we did so well! We had a good process! But what if the group’s performance turned out to be poor? Now people might recall things differently. We argued and fought. We were dysfunctional. Next time we should follow a respectful and disciplined process. But now imagine a group where people are calm, polite, and respectful of one another. They speak quietly and in turn. If the group does well, participants might look back and credit their courteous and cooperative nature. We respected one another. We didn’t fight. We had a good process! But if the same group’s performance was poor, people might say: We were too polite. We censored ourselves. Next time, we should be more direct and open, not so concerned about one another’s feelings. The fact is, a wide variety of behaviors can lead to good decisions. There’s no precise way to engineer an “optimal” discussion process. We may try to avoid extremes, sure, but between those extremes is a wide range of behavior that might be conducive to success. And because we really don’t know what makes an optimal decision process, we tend to make attributions based on other things that are relevant and seemingly objective—namely, what we’re told about performance outcomes.

Develop a rapid cadence. Ideal running requires a cadence that may be much quicker than you’re used to. Shoot for 180 footfalls per minute. Developing the proper cadence will help you achieve more speed because it increases the number of push-offs per minute. It will also help prevent injury, as you avoid overstriding and placing impact force on your heel. To practice, get an electronic metronome (or download an app for this), set it for 90+ beats per minute, and time the pull of your left foot to the chirp of the metronome. Develop a proper forward lean. With core muscles slightly engaged to generate a bracing effect, the runner leans forward—from the ankles, not from the waist. Land underneath your center of gravity. MacKenzie drills his athletes to make contact with the ground as their midfoot or forefoot passes directly under their center of gravity, rather than having their heels strike out in front of the body. When runners become proficient at this, the pounding stops, and the movement of their legs begins to more closely resemble that of a spinning wheel. Keep contact time brief. “The runner skims over the ground with a slithering motion that does not make the pounding noise heard by the plodder who runs at one speed,” the legendary coach Percy Cerutty once said.7 MacKenzie drills runners to practice a foot pull that spends as little time as possible on the ground. His runners aim to touch down with a light sort of tap that creates little or no sound. The theory is that with less time spent on the ground, the foot has less time to get into the kind of trouble caused by the sheering forces of excessive inward foot rolling, known as “overpronation.” Pull with the hamstring. To create a rapid, piston-like running form, the CFE runner, after the light, quick impact of the foot, pulls the ankle and foot up with the hamstring. Imagine that you had to confine your running stride to the space of a phone booth—you would naturally develop an extremely quick, compact form to gain optimal efficiency. Practice this skill by standing barefoot and raising one leg by sliding your ankle up along the opposite leg. Perform up to 20 repetitions on each leg. Maintain proper posture and position. Proper posture, MacKenzie says, shifts the impact stress of running from the knees to larger muscles in the trunk, namely, the hips and hamstrings. The runner’s head remains up and the eyes focused down the road. With the core muscles engaged, power flows from the larger muscles through to the extremities. Practice proper position by standing with your body weight balanced on the ball of one foot. Keep the knee of your planted leg slightly bent and your lifted foot relaxed as you hold your ankle directly below your hip. In this position, your body is in proper alignment. Practice holding this position for up to 1 minute on each leg. Be patient. Choose one day a week for practicing form drills and technique. MacKenzie recommends wearing minimalist shoes to encourage proper form, but not without taking care of the other necessary work. A quick changeover from motion-control shoes to minimalist shoes is a recipe for tendon problems. Instead of making a rapid transition, ease into minimalist shoes by wearing them just one day per week, during skill work. Then slowly integrate them into your training runs as your feet and legs adapt. Your patience will pay off.