Outstanding Performance Quotes

Women were still strange and inscrutable creatures. Men didn’t understand them. And women didn’t understand themselves either. It was always a performance of some sort. Everywhere you went, it was like there was a spotlight shining down on your head. You were on a stage when you were on the trolley. You were being judged and judged and judged. Every minute of your performance was supposed to be incredible and outstanding and sexy. You were often only an ethical question away from being a prostitute.

As they say in Hollywood, that’s a wrap! And the oscar goes to Tudor North and Tash Munro for an outstanding debut performance in a sex scene!

Specialization, concentration and consistency is the key to outstanding performance... Love your zone!

Until you get enough of enough, the "enough" that is never enough, you dare not quit! If your good is better, your better can be best; your best too can become excellent!

Rosen explains as follows: “Hearing a succession of mediocre singers does not add up to a single outstanding performance.” In other words, talent is not a commodity you can buy in bulk and combine to reach the needed levels: There’s a premium to being the best. Therefore, if you’re in a marketplace where the consumer has access to all performers, and everyone’s q value is clear, the consumer will choose the very best.

If everyone likes it, it's probably because it has been doing well. Most people seem to think that outstanding performance to dates presages outstanding future performance. Actually, it's more likely that outstanding future performance to date has borrowed from the future and thus presages subpar performance from her on out.

The understatement rule means that a debilitating and painful chronic illness must be described as ‘a bit of a nuisance’; a truly horrific experience is ‘well, not exactly what I would have chosen’; a sight of breathtaking beauty is ‘quite pretty’; an outstanding performance or achievement is ‘not bad’; an act of abominable cruelty is ‘not very friendly’, and an unforgivably stupid misjudgement is ‘not very clever’; the Antarctic is ‘rather cold’ and the Sahara ‘a bit too hot for my taste’; and any exceptionally delightful object, person or event, which in other cultures would warrant streams of superlatives, is pretty much covered by ‘nice’, or, if we wish to express more ardent approval, ‘very nice’.

We so often hear the expression “freedom is not free,” but what exactly does that mean? It means that freedom isn’t a young woman in an open field with her head tilted toward the sun. It’s more likely a young woman sitting at home, studying, even though she’d much rather be out with her friends. It’s a young man, getting accepted into a highly ranked university on the basis of his outstanding academic performance. Freedom is personal responsibility. It’s the sacrifices we make personally so that we may afford our lives certain privileges. Ronald Reagan famously said, “Freedom is never more than a generation away from extinction. We don’t pass it to our children in the bloodstream. It must be fought for, protected, and handed on for them to do the same.

You become like that, what you admire most. By admiring excellence and practicing, it can boost you to become excellent.

Effective executives concentrate on the few major areas where superior performance will produce outstanding results.

Successful careers are not planned. They develop when people are prepared for opportunities because they know their strengths, their method of work, and their values. Knowing where one belongs can transform an ordinary person—hardworking and competent but otherwise mediocre—into an outstanding performer.

In the context of the work environment, emotional intelligence enables three important skill sets: stellar work performance, outstanding leadership, and the ability to create the conditions for happiness.

Your childish clarity faded, and you started listening to the world around you more closely than you did to yourself. The world was persuasive and loud, and so you resigned yourself to conforming to its demands.

Once she called to invite me to a concert of Liszt piano concertos. The soloist was a famous South American pianist. I cleared my schedule and went with her to the concert hall at Ueno Park. The performance was brilliant. The soloist's technique was outstanding, the music both delicate and deep, and the pianist's heated emotions were there for all to feel. Still, even with my eyes closed, the music didn't sweep me away. A thin curtain stood between myself and pianist, and no matter how much I might try, I couldn't get to the other side. When I told Shimamoto this after the concert, she agreed. "But what was wrong with the performance?" she asked. "I thought it was wonderful." "Don't you remember?" I said. "The record we used to listen to, at the end of the second movement there was this tiny scratch you could hear. Putchi! Putchi! Somehow, without that scratch, I can't get into the music!" Shimamoto laughed. "I wouldn't exactly call that art appreciation." "This has nothing to do with art. Let a bald vulture eat that up, for all I care. I don't care what anybody says; I like that scratch!" "Maybe you're right," she admitted. "But what's this about a bald vulture? Regular vultures I know about--they eat corpses. But bald vultures?" In the train on the way home, I explained the difference in great detail.The difference in where they are born, their call, their mating periods. "The bald vulture lives by devouring art. The regular vulture lives by devouring the corpses of unknown people. They're completely different." "You're a strange one!" She laughed. And there in the train seat, ever so slightly, she moved her shoulder to touch mine. The one and only time in the past two months our bodies touched.

The truth is, most people spend their lives doing everything within their power to seek success while simultaneously doing everything within their power to avoid failure—a recipe that virtually ensures average performance! Increasing your failure rate is the ultimate strategy for long-term, outstanding performance.

you must identify whether they have demonstrated themselves to be extraordinary in some way. The most obvious demonstration is outstanding performance within an outstanding peer group. If you’re less than excited to hire someone for a particular job, don’t do it. The two of you will probably make each other miserable.

...the big increases in heart and blood volumes that occur by the 12th week of pregnancy should have the same effect as 'blood doping'. This partially explains the outstanding performances of several female athletes from Eastern bloc countries who were at this stage of pregnancy when they competed in the 1976 Olympics.

Limitless Leadership is the secret ingredient that helps common people, create high performance teams, that achieve outstanding and uncommon results.

It wasn’t long before God made me realise that the true glory is that which is eternal and that, to achieve it, there is no need to perform outstanding deeds. Instead, one must remain hidden and perform one’s good deeds so that the right hand knows not what the left hand does. When I read stories about the deeds of the great French heroines — especially of the Venerable Joan of Arc, I longed to imitate them and felt stirred by the same inspiration which moved them. It was then that I received one of the greatest graces of my life, for, at that age, I didn’t receive the spiritual enlightenment which now floods my soul. I was made to understand that the glory I was to win would never be seen during my lifetime . . .

Continuous improvement is a mindset and a culture that is always—every employee, every day—looking for opportunities to do the job better, even when the organization is performing at the highest level it ever has.

What grubworms women are to crawl on their bellies through colorless marriages! Marriage was created not to be a background but to need one. Mine is going to be outstanding. It can't, shan't be the setting--it's going to be the performance, the live, lovely, glamourous performance, and the world shall be the scenery. I refuse to dedicate my life to posterity. Surely one owes as much to the current generation as to one's unwanted children. What a fate--to grow rotund and unseemly, to lose my self-love, to think in terms of milk, oatmeal, nurse, diapers…. Dear dream children, how much more beautiful you are, dazzling little creatures who flutter (all dream children must flutter) on golden, golden wings-- --

Strive constantly to serve the welfare of the world; by devotion to selfless work one attains the supreme goal of life. 20 Do your work with the welfare of others always in mind. It was by such work that Janaka attained perfection; others too have followed this path. 21 What the outstanding person does, others will try to do. The standards such people create will be followed by the whole world. 22 There is nothing in the three worlds for me to gain, Arjuna, nor is there anything I do not have; I continue to act, but I am not driven by any need of my own. 23 If I ever refrained from continuous work, everyone would immediately follow my example. 24 If I stopped working I would be the cause of cosmic chaos, and finally of the destruction of this world and these people. 25 The ignorant work for their own profit, Arjuna; the wise work for the welfare of the world, without thought for themselves. 26 By abstaining from work you will confuse the ignorant, who are engrossed in their actions. Perform all work carefully, guided by compassion.

We all know many people who come from hard-working families, where they had to grow up with a bare minimum and become self-sufficient and independent at a very young age. We look at them now and see responsible citizens, self-reliant adults, successful members of the business community, outstanding performers, and just happy people. Yes, they’re happy, because they know the meaning of labor, they appreciate the pleasure of leisure, they value relationships with others, and they respect themselves. In contrast, there are people who come from wealthy families, had nannies to do everything for them, went to private schools where they were surrounded with special attention, never did their own laundry, never learned how to cook an omelet for themselves, never even gained the essential skills of unwinding on their own before bedtime, and of course, never did anything for anyone else either. You look at their adult life and see how dependent they are on others and how unhappy they are because of that. They need someone to constantly take care of them. They may see no meaning in their life as little things don’t satisfy them, because they were spoiled at a very young age. They may suffer a variety of eating disorders, use drugs, alcohol and other extremes in search of satisfaction and comfort. And, above all, in search of themselves.

After you shoot the pilot of a TV show, the network executives watch all the pilots and pick about a third of them to actually get made into a series. We were part of the lucky third, and, even cooler than that, we got the highest episode order of all the picked-up shows. Most of them got ten- or thirteen-episode pickups. We got twenty. Mom says this is probably because of my outstanding performance as Sam Puckett, a zinger-slinging, rough-around-the-edges tomboy with a heart of gold who, ironically compared to my experience with it, loves food.

Successful careers are not planned. They develop when people are prepared for opportunities because they know their strengths, their method of work, and their values. Knowing where one belongs can transform an ordinary person—hardworking and competent but otherwise mediocre—into an outstanding performer.

More often than not, in fact, outstanding performance will become less outstanding. Conversely, very poor performance will improve. It is easy to imagine social, psychological, or even political reasons for this observation, but reasons are not required. The phenomenon is purely statistical. Extreme observations in one direction or the other will tend to become less extreme, simply because past performance is not perfectly correlated with future performance. This tendency is called regression to the mean (hence the technical term nonregressive for matching predictions, which fail to take it into account).

The end of strife and conflict of all kinds had also meant the virtual end of creative art. There were myriads of performers, amateur and professional, yet there had been no really outstanding new works of literature, music, painting, or sculpture for a generation. The world was still living on the glories of a past that could never return.

This is not to say that everybody with ADHD suffers from poor work performance; many are quite consistent and productive workers, and some are truly outstanding employees. Available data simply indicate that the executive function impairments of ADHD significantly increase the risk that affected adults will have significant problems with employment.

I soon saw, however, that Creed's obsession with death was typical of most of the children. This came out in their play. "Let's play funeral" was a favorite game at recess. To me, it seemed bizarre and mawkish play. All that saved it was the spontaneous creativity of the children and the fact that, unerringly, they caught the incongruities and absurdities of their elders. One child would be elected to be "dead" and would lay himself out on the ground, eyes closed, hands dutifully crossed across his chest. Another would be chosen to be the "preacher," all the rest, "mourners." I remember one day when Sam Houston Holcomb was the "corpse" and Creed Allen, always the class clown of the group, was elected "preacher." Creed, already at ten an accomplished mimic, was turning in an outstanding performance. I stood watching, half-hidden in the shado of the doorway. Creed (bellowing in stentorian tones): "You-all had better stop your meanness and I'll tell you for why. Praise the Lord! If you'uns don't stop being so defend ornery, you ain't never goin' gift to see Brother Holcomb on them streets paved with rubies and such-like, to give him the time of day, 'cause you'uns are goin' to be laid out on the coolin' board and then roasted in hellfire." The "congregation" shivered with delight, as if they were hearing a deliciously scary ghost story. The corpse opened one eye to see how his mourners were taking this blast; he sighed contentedly at their palpitations; wriggled right leg where a fly was tickling; adjusted grubby hands more comfortably across chest. Creed then grasped his right ear with his right hand and spat. Only there wasn't enough to make the stream impressive. So preacher paused, working his mouth vigorously, trying to collect more spit. Another pucker and heave. Ah! Better! Sermon now resumed: "Friends and neighbors, we air lookin' on Brother Holcombe's face for the last time." (Impressive pause.). "Praise the Lord! We ain't never goin' see him again in this life." (Impressive pause.). "Praise the Lord!" Small preacher was now really getting warmed up. He remembered something he must have heard at the last real funeral. Hearty spit first, more pulling of ear: "You air enjoyin' life now, folks. Me, I used to git pleasured and enjoy life too. But now that I've got religion, I don't enjoy life no more." At this point I retreated behind the door lest I betray my presence by laughing aloud.

Putting in the Time Part of paying the price is the willingness to do whatever it takes to get the job done. It comes from a declaration that you are going to get it done no matter what it takes, no matter how long it takes, no matter what comes up. It’s a done deal. You are responsible for the results you intend. No excuses—just a world-class performance or an outstanding result that can be counted on.

In a seminal 1981 paper, the economist Sherwin Rosen worked out the mathematics behind these “winner-take-all” markets. One of his key insights was to explicitly model talent—labeled, innocuously, with the variable q in his formulas—as a factor with “imperfect substitution,” which Rosen explains as follows: “Hearing a succession of mediocre singers does not add up to a single outstanding performance.” In other words, talent is not a commodity you can buy in bulk and combine to reach the needed levels: There’s a premium to being the best. Therefore, if you’re in a marketplace where the consumer has access to all performers, and everyone’s q value is clear, the consumer will choose the very best. Even if the talent advantage of the best is small compared to the next rung down on the skill ladder, the superstars still win the bulk of the market.

In a discussion of flight training, experienced instructors noted that praise for an exceptionally smooth landing is typically followed by a poorer landing on the next try, while harsh criticism after a rough landing is usually followed by an improvement on the next try. The instructors concluded that verbal rewards are detrimental to learning, while verbal punishments are beneficial, contrary to accepted psychological doctrine. This conclusion is unwarranted because of the presence of regression toward the mean. As in other cases of repeated examination, an improvement will usually follow a poor performance and a deterioration will usually follow an outstanding performance, even if the instructor does not respond to the trainee’s achievement on the first attempt. Because the instructors had praised their trainees after good landings and admonished them after poor ones, they reached the erroneous and potentially harmful conclusion that punishment is more effective than reward.

Knowing one’s emotions. Self-awareness—recognizing a feeling as it happens—is the keystone of emotional intelligence. As we will see in Chapter 4, the ability to monitor feelings from moment to moment is crucial to psychological insight and self-understanding. An inability to notice our true feelings leaves us at their mercy. People with greater certainty about their feelings are better pilots of their lives, having a surer sense of how they really feel about personal decisions from whom to marry to what job to take. 2. Managing emotions. Handling feelings so they are appropriate is an ability that builds on self-awareness. Chapter 5 will examine the capacity to soothe oneself, to shake off rampant anxiety, gloom, or irritability—and the consequences of failure at this basic emotional skill. People who are poor in this ability are constantly battling feelings of distress, while those who excel in it can bounce back far more quickly from life’s setbacks and upsets. 3. Motivating oneself. As Chapter 6 will show, marshaling emotions in the service of a goal is essential for paying attention, for self-motivation and mastery, and for creativity. Emotional self-control—delaying gratification and stifling impulsiveness—underlies accomplishment of every sort. And being able to get into the “flow” state enables outstanding performance of all kinds. People who have this skill tend to be more highly productive and effective in whatever they undertake. 4. Recognizing emotions in others. Empathy, another ability that builds on emotional self-awareness, is the fundamental “people skill.” Chapter 7 will investigate the roots of empathy, the social cost of being emotionally tone-deaf, and the reason empathy kindles altruism. People who are empathic are more attuned to the subtle social signals that indicate what others need or want. This makes them better at callings such as the caring professions, teaching, sales, and management. 5. Handling relationships. The art of relationships is, in large part, skill in managing emotions in others. Chapter 8 looks at social competence and incompetence, and the specific skills involved. These are the abilities that undergird popularity, leadership, and interpersonal effectiveness. People who excel in these skills do well at anything that relies on interacting smoothly with others; they are social stars.

To Polish the Gold & Help Others Shine . . . Catch people doing things right: Outstanding leaders know that people will be more engaged, perform at higher levels, and be more loyal when they are appreciated and celebrated. Jeff West, international speaker and author of The Unexpected Tour Guide, shares that “People will jump over high hurdles, fight fires and break through walls for leaders who find them doing things right. Building that kind of chemistry is essential if a team is going to jell.” Capitalize on the opportunity to notice what people are doing right at work and at home and they will deliver their best. As the old saying goes, “A person who feels appreciated will always do more than expected.

Statisticians say that stocks with healthy dividends slightly outperform the market averages, especially on a risk-adjusted basis. On average, high-yielding stocks have lower price/earnings ratios and skew toward relatively stable industries. Stripping out these factors, generous dividends alone don’t seem to help performance. So, if you need or like income, I’d say go for it. Invest in a company that pays high dividends. Just be sure that you are favoring stocks with low P/Es in stable industries. For good measure, look for earnings in excess of dividends, ample free cash flow, and stable proportions of debt and equity. Also look for companies in which the number of shares outstanding isn’t rising rapidly. To put a finer point on income stocks to skip, reverse those criteria. I wouldn’t buy a stock for its dividend if the payout wasn’t well covered by earnings and free cash flow. Real estate investment trusts, master limited partnerships, and royalty trusts often trade on their yield rather than their asset value. In some of those cases, analysts disagree about the economic meaning of depreciation and depletion—in particular, whether those items are akin to earnings or not. Without looking at the specific situation, I couldn’t judge whether the per share asset base was shrinking over time or whether generally accepted accounting principles accounting was too conservative. If I see a high-yielder with swiftly rising share counts and debt levels, I assume the worst.

In the sphere of rights the irresistible trend is towards a situation where, if something can be taken for granted, all rights are otiose, whereas if a right must be demanded, it means that the battle is already lost; thus the very call for rights to water, air and space indicates that all these things are already on the way out. Similarly the evocation of a right to reply signals the absence of any dialogue, and so on. The rights of the individual lose their meaning as soon as the individual is no longer an alienated being, deprived of his own being, a stranger to himself, as has long been the case in societies of exploitation and scarcity. In his postmodern avatar, however, the individual is a self-referential and selfoperating unit. Under such circumstances the human-rights system becomes totally inadequate and illusory: the flexible, mobile individual of variable geometric form is no longer a subject with rights but has become, rather, a tactician and promoter of his own existence whose point of reference is not some agency of law but merely the efficiency of his own functioning or performance. Yet it is precisely now that the rights of man are acquiring a worldwide resonance. They constitute the only ideology that is currently available - which is as much as to say that human rights are the zero point of ideology, the sale outstanding balance of history. Human rights and ecology are the two teats of the consensus. The current world charter is that of the New Political Ecology. Ought we to view this apotheosis of human rights as the irresistible rise of stupidity, as a masterpiece which, though imperilled, is liable to light up the coming fin de siecle in the full glare of the consensus?

The textbooks of history prepared for the public schools are marked by a rather naive parochialism and chauvinism. There is no need to dwell on such futilities. But it must be admitted that even for the most conscientious historian abstention from judgments of value may offer certain difficulties. As a man and as a citizen the historian takes sides in many feuds and controversies of his age. It is not easy to combine scientific aloofness in historical studies with partisanship in mundane interests. But that can and has been achieved by outstanding historians. The historian's world view may color his work. His representation of events may be interlarded with remarks that betray his feelings and wishes and divulge his party affiliation. However, the postulate of scientific history's abstention from value judgments is not infringed by occasional remarks expressing the preferences of the historian if the general purport of the study is not affected. If the writer, speaking of an inept commander of the forces of his own nation or party, says "unfortunately" the general was not equal to his task, he has not failed in his duty as a historian. The historian is free to lament the destruction of the masterpieces of Greek art provided his regret does not influence his report of the events that brought about this destruction. The problem of Wertfreíheit must also be clearly distinguished from that of the choice of theories resorted to for the interpretation of facts. In dealing with the data available, the historian needs ali the knowledge provided by the other disciplines, by logic, mathematics, praxeology, and the natural sciences. If what these disciplines teach is insufficient or if the historian chooses an erroneous theory out of several conflicting theories held by the specialists, his effort is misled and his performance is abortive. It may be that he chose an untenable theory because he was biased and this theory best suited his party spirit. But the acceptance of a faulty doctrine may often be merely the outcome of ignorance or of the fact that it enjoys greater popularity than more correct doctrines. The main source of dissent among historians is divergence in regard to the teachings of ali the other branches of knowledge upon which they base their presentation. To a historian of earlier days who believed in witchcraft, magic, and the devil's interference with human affairs, things hàd a different aspect than they have for an agnostic historian. The neomercantilist doctrines of the balance of payments and of the dollar shortage give an image of presentday world conditions very different from that provided by an examination of the situation from the point of view of modern subjectivist economics.

God can do what He says He can do. And, yes, with all my heart I believe He is willing to perform outstanding miracles in our generation as we increase our faith.

Many such top performers overcame their average—or even below-average—intellects and nonexistent aptitudes to develop outstanding abilities in disciplines such as chess, music, business, and medicine. Examples of such remarkable transformations abound throughout history. Henry Ford failed in business several times and was flat broke five times before he founded the Ford Motor Company. In his youth, Thomas Edison’s teachers told him he was “too stupid to learn anything.” Beethoven was so awkward on the violin that his teachers believed him hopeless as a composer.

Kids are one of natural most perfect learning devices. With just a little knowing, a kid can be activated and kept content. Starting early in your kid's growth can do wonderful factors for their psychological growth in later years, and provides them a large boost over other kids their age. Comprehend youngsters are designed to comprehend. Regular actions, such as offering, diapering, enjoying, executing, going for a generate in the child baby stroller, and getting bears from Grandpa are all "educational". You do not need to do synthetic actions or extremely concentrate on "educational activities" for a kid to succeed. Care for the kid. A kid needs a full belly, a dry diaper, a comfortable atmosphere, and really like for the best possible growth. Discuss to the kid. Provide a "play by play" of what you're doing (making a cup of tea, modifying a diaper, confirming the email box. Take part in kid talk; it's designed to stimulate a kid. Read a book together. Increase and massage. Kids really like to move their systems. Learn kid massage and kid yoga exercise exercises, which help comfortable, revitalize, and stimulate. But simply shifting the kid in a way he or she likes (like clapping arms, wearing coming back and forth, "So Big!") is outstanding work out, and properly rubbing kid down with kid massage oil is outstanding for sensitive growth. Acquire a execute gym or action gym. These are generally a company recommended with children from child up to about 12 months. They mostly come in the form of comfortable, quilted or properly cushioning execute shields, sometimes raised at the edges with a space in the center for kid. They can include detachable, holding locations for small children to try to comprehend. They usually have locations that are crinkle, smooth, scrunchy styles for kid to touch, media and action. Some come with bright dazzling illumination and alarm systems and others make insane seems to be, or musical show show seems to be, and some even do both. Look around. Kids are fascinated by factors grownups take for granted: Automobiles visiting outside the screen, tanks, vegetation provided by the wind, failing outfits in the outfits clothing dryer. Go outside A child baby stroller generate can be very interesting, going to uncommon new locations like the mailing service, bakery, recreation area, and so on.Drive your car, which has best car accessories, and go for a have a eat outside. Perform to the kid. Perform child's room music, TV jingles, your popular.Play with the kid. Conventional activities like "Peek-A-Boo" or cheap baby toys, the hug the kid's belly, shifting a football coming back and forth on are outstanding kid actions. Dance with the kid in your arms.

most of the raves workers give their employers were based on three corporate traits. First, “a powerful visionary leader,” one who “demands but also inspires them to give their best.” Second, “they offer a physical environment that makes work enjoyable.” Third, “they frame their work as part of a deep rewarding purpose that employees find fulfilling.” It also stated that “high morale and outstanding performance emphatically go together.

In the great majority of cases the lack of performance exceeding or even matching an unmanaged index in no way reflects lack of either intellectual capacity or integrity. I think it is much more the product of: (1) group decisions—my perhaps jaundiced view is that it is close to impossible for outstanding investment management to come from a group of any size with all parties really participating in decisions; (2) a desire to conform to the policies and (to an extent) the portfolios of other large well-regarded organizations; (3) an institutional framework whereby average is “safe” and the personal rewards for independent action are in no way commensurate with the general risk attached to such action; (4) an adherence to certain diversification practices which are irrational; and finally and importantly, (5) inertia.6 Classical

In the context of the work environment, emotional intelligence enables three important skill sets: stellar work performance, outstanding leadership, and the ability to create the conditions for happiness. Stellar

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.

My leader or manager: (Vision) ​–​Has a clear understanding of where we are going. ​–​Has a clear sense of where he/she wants our team to be in five years. ​–​Has a clear idea of where the organization is going. (Inspirational communication) ​–​Says things that make employees proud to be a part of this organization. ​–​Says positive things about the work unit. ​–​Encourages people to see changing environments as situations full of opportunities. (Intellectual stimulation) ​–​Challenges me to think about old problems in new ways. ​–​Has ideas that have forced me to rethink some things that I have never questioned before. ​–​Has challenged me to rethink some of my basic assumptions about my work. (Supportive leadership) ​–​Considers my personal feelings before acting. ​–​Behaves in a manner which is thoughtful of my personal needs. ​–​Sees that the interests of employees are given due consideration. (Personal recognition) ​–​Commends me when I do a better than average job. ​–​Acknowledges improvement in my quality of work. ​–​Personally compliments me when I do outstanding work.

identify your employee adjectives, (2) recruit through proper advertising, (3) identify winning personalities, and (4) select your winners. Step One: Identify Your Employee Adjectives When you think of your favorite employees in the past, what comes to mind? A procedural element such as an organized workstation, neat paperwork, or promptness? No. What makes an employee memorable is her attitude and smile, the way she takes the time to make sure a customer is happy, the extra mile she goes to ensure orders are fulfilled and problems are solved. Her intrinsic qualities—her energy, sense of humor, eagerness, and contributions to the team—are the qualities you remember. Rather than relying on job descriptions that simply quantify various positions’ duties and correlating them with matching experience as a tool for identifying and hiring great employees, I use a more holistic approach. The first step in the process is selecting eight adjectives that best define the personality ideal for each job or role in your business. This is a critical step: it gives you new visions and goals for your own management objectives, new ways to measure employee success, and new ways to assess the performance of your own business. Create a “Job Candidate Profile” for every job position in your business. Each Job Candidate Profile should contain eight single- and multiple-word phrases of defining adjectives that clearly describe the perfect employee for each job position. Consider employee-to-customer personality traits, colleague-to-colleague traits, and employee-to-manager traits when making up the list. For example, an accounting manager might be described with adjectives such as “accurate,” “patient,” “detailed,” and “consistent.” A cocktail server for a nightclub or casual restaurant would likely be described with adjectives like “energetic,” “fun,” “music-loving,” “sports-loving,” “good-humored,” “sociable conversationalist,” “adventurous,” and so on. Obviously, the adjectives for front-of-house staff and back-of-house staff (normally unseen by guests) will be quite different. Below is one generic example of a Job Candidate Profile. Your lists should be tailored for your particular bar concept, audience, location, and style of business (high-end, casual, neighborhood, tourist, and so on). BARTENDER Energetic Extroverted/Conversational Very Likable (first impression) Hospitable, demonstrates a Great Service Attitude Sports Loving Cooperative, Team Player Quality Orientated Attentive, Good Listening Skills SAMPLE ADJECTIVES Amazing Ambitious Appealing Ardent Astounding Avid Awesome Buoyant Committed Courageous Creative Dazzling Dedicated Delightful Distinctive Diverse Dynamic Eager Energetic Engaging Entertaining Enthusiastic Entrepreneurial Exceptional Exciting Fervent Flexible Friendly Genuine High-Energy Imaginative Impressive Independent Ingenious Keen Lively Magnificent Motivating Outstanding Passionate Positive Proactive Remarkable Resourceful Responsive Spirited Supportive Upbeat Vibrant Warm Zealous Step Two: Recruit through Proper Advertising The next step is to develop print or online advertising copy that will attract the personalities you’ve just defined.

The definition of the best team member is someone who fits-in easily, but stands out with their outstanding performance.

[A]ll these and similar measures do not suffice for the salvation of the laws and the regime; the firm foundation is still lacking. That firm foundation can only be supplied by a Nocturnal Council consisting of the most outstanding old citizens and select younger citizens of thirty years and older. The Nocturnal Council is to be for the city what the mind is for the human individual. To perform its function its members must possess above everything else the most adequate knowledge possible of the single end at which all political action directly or indirectly aims. This end is virtue. Virtue is meant to be one, yet it is also many; there are four kinds of virtue, and at least two of them—wisdom and courage (or spiritedness)—are radically different from one another. How then can there be a single end of the city? The Nocturnal Council cannot perform its function if it cannot answer this question, or, more generally and perhaps more precisely stated, the Nocturnal Council must include at least some men who know what the virtues themselves are or who know the ideas of the various virtues as well as what unites them, so that all together can justly be called “virtue” in the singular: is “virtue,” the single end of the city, one or a whole or both or something else? They also must know, as far as is humanly possible, the truth about the gods. Solid reverence for the gods arises only from knowledge of the soul as well as of the movements of the stars. Only men who combine this knowledge with the popular or vulgar virtues can be adequate rulers of the city: one ought to hand over the city for rule to the Nocturnal Council if it comes into being. Plato brings the regime of the Laws around by degrees to the regime of the Republic. Having arrived at the end of the Laws, we must return to the beginning of the Republic.

​–​Considers my personal feelings before acting. ​–​Behaves in a manner which is thoughtful of my personal needs. ​–​Sees that the interests of employees are given due consideration. (Personal recognition) ​–​Commends me when I do a better than average job. ​–​Acknowledges improvement in my quality of work. ​–​Personally compliments me when I do outstanding work.

Vision. Has a clear understanding of where the organization is going and where it should be in five years. Inspirational communication. Communicates in a way that inspires and motivates, even in an uncertain or changing environment. Intellectual stimulation. Challenges followers to think about problems in new ways. Supportive leadership. Demonstrates care and consideration of followers’ personal needs and feelings. Personal recognition. Praises and acknowledges achievement of goals and improvements in work quality; personally compliments others when they do outstanding work.

laboured more abundantly than them all. It’s the quality of our labour that determines the limits of our future. Only those who care to go the extra mile command extra-ordinary results. There is nothing extraordinary on its own but by man’s extra-ordinary input. The extraordinary input in your field qualifies you for outstanding performance.

The Lost Boys had hardly unpacked by the time they started appearing in local newspaper headlines for their exploits on high school track teams. “Only months after settling in Michigan, two Sudanese refugees are finding that they are among the fastest high school runners in the state,” went the lead of one AP article. Another, in the Lansing State Journal, noted that Abraham Mach, a Lost Boy who had no competitive running experience before arriving at East Lansing High, was the most outstanding performer in the thirteen-to-fourteen age group at the 2001 National AAU Junior Olympic Games, medaling in three events. Mach, who had been living in a Kenyan refugee camp just one year earlier, went on to become an NCAA All-American at Central Michigan in the 800-meters.

The Marland definition of giftedness (page 499) broadened the view of giftedness from one based strictly on IQ to one encompassing six areas of outstanding or potentially outstanding performance. The passage of Public Law 94–142, the Education for All Handicapped Children Act, in 1975 led to an increased interest in and awareness of individual differences and exceptionalities. PL 94–142, however, was a missed opportunity for gifted children, as there was no national mandate to serve them. Mandates to provide services for children and youth who are gifted and talented are the result of state rather than federal legislation. The 1980s and 1990s: The Field Matures and Provides Focus for School Reform Building on Guilford’s multifaceted view of intelligence, Howard Gardner and Robert Sternberg advanced their own theories of multiple intelligences in the 1980s. Gardner (1983) originally identified seven intelligences—linguistic, logical-mathematical, spatial, bodily-kinesthetic, musical, interpersonal, and intrapersonal (see Table 15.2). Describing these intelligences as relatively independent of one another, he later added naturalistic as an eighth intelligence (Gardner, 1993). Sternberg (1985) presented a triarchic view of “successful intelligence,” encompassing practical, creative, and executive intelligences. Using these models, the field of gifted education has expanded its understanding of intelligence while not abandoning IQ as a criterion for identifying intellectually gifted children. A Nation at Risk (National Commission on Excellence in Education, 1983) described the state of education in U.S. schools as abysmal. The report made a connection between the education of children who are gifted and our country’s future. This commission found that 50 percent of the school-age gifted population was not performing to full potential and that mathematics and science were in deplorable conditions in the schools. The message in this report percolated across the country and was responsible for a renewed interest in gifted education as well as in massive education reform that occurred nationally and state by state.

The understatement rule means that a debilitating and painful chronic illness must be described as ‘a bit of a nuisance’; a truly horrific experience is ‘well, not exactly what I would have chosen’; a sight of breathtaking beauty is ‘quite pretty’; an outstanding performance or achievement is ‘not bad’; an act of abominable cruelty is ‘not very friendly’, and an unforgivably stupid misjudgement is ‘not very clever’; the Antarctic is ‘rather chilly’ and the Sahara ‘a bit too warm for my taste’; and any exceptionally delightful object, person or event, which in other cultures would warrant streams of superlatives, is pretty much covered by ‘nice’, or, if we wish to express more ardent approval, ‘very nice’.

Now the author will consider the third name, and perhaps the most outstanding of all: al-Dhât. This word, in Arabic, is also feminine. Allâh is Beyond the Beyond, higher than any action, manner or condition, and any thought that any being may have. This transcendence of all qualities denotes the Divine Feminine. The renowned Sûfî master Najm al-Din Kubra wrote of the Dhât as the "Mother of the divine attributes." On this makam or "level of existence", femininity corresponds to interiority and masculinity to manifestation. The ancient Celtic Druids would perform a strange rite after two people married. The Druid would go into the house in which the marriage was consummated and reappear dressed in the bride's gown. He would do this to demonstrate the balance between the masculine and feminine aspects within himself. The Druids were ancient Celtic priests, shamans and philosophers.

The arrival of the virus was like an examination of state capacity. A handful of Western countries passed. Germany was an outstanding performer in Europe, while Denmark, Norway, Switzerland, and, surprisingly, Greece did well. New Zealand and Australia were champions on the Pacific rim. But most Western countries, particularly America and Britain, failed the test, humiliatingly so when compared with countries in Asia.

Rosen explains as follows: “Hearing a succession of mediocre singers does not add up to a single outstanding performance.” In other words, talent is not a commodity you can buy in bulk and combine to reach the needed levels: There’s a premium to being the best. Therefore, if you’re in a marketplace where the consumer has access to all performers, and everyone’s q value is clear, the consumer will choose the very best. Even if the talent advantage of the best is small compared to the next rung down on the skill ladder, the superstars still win the bulk of the market.

Sala conducted his own research. He chose 20 executives from a food-and-beverage company, half of whom had been rated as average performers by their colleagues while the other half were characterized as outstanding performers. All the executives took part in a two-hour interview on the topic of leadership performance. Two observers categorized the content of the interviews and noted humorous references. Humor that included put-downs of others was coded as negative, while humor used to point out funny things or absurdities was coded as positive. According to Sala, “The executives who had been ranked as outstanding used humor more than twice as often as average executives, a mean of 17.8 times per hour compared with 7.5 times per hour … When I looked at the executives’ compensation for the year, I found that the size of their bonuses correlated positively with their use of humor during the interviews. In other words, the funnier the executives were, the bigger the bonuses.

Choosing the right tour package is truly a significant choice to make. If you are planning to spend adventure holidays in the state of Uttarakhand, you ought to not worry about where to go and what to do so that you have the maximum fun. Uttarakhand Adventure is at your service to offer you with just the things you are looking for. Our travel advisors have been exploring the adventure destination in the state for several years. They know all little detail and can advise you tips that you can use to have the time of your life while on an adventure tour to Uttarakhand. Trekking, Camping, Skiing and Water sports are the well-known adventure sports activities besides pilgrimage visit by the devotees. Bestow with glaciers and rivers like Ganga and her divisions, Yamuna, Kaliganga graceful from border of Nepal, Dev Bhoomi Uttarakhand is one of the major water adventure destination in India. Canoeing, Kayaking, White Water Rafting, Water Skiing, Boating and Fishing are the main water adventure sports experienced in Uttarakhand. If you are planning an adventure anniversary, you can get in touch our travel outfitters right away. Depending on your person travel requirements and preference, they can offer you modified adventure tours. In case you want to add more in your tour, our travel counselors are always there to help you. Whether you are a newbie in the field of venture sports or have some knowledge under your belt, Uttarakhand can satisfy the thirst of all abilities. From one corner of this northern Indian condition to the other, adventure lovers will find a diversity of option to indulge in exciting and adrenaline pumping performance. Choose to raft along the outstanding rapids of river Ganges. Go trekking from side to side green valleys and meadows and pass by hilly villages in the foothills of the Himalayas. You can enjoy a choice of other adventure actions like mountain biking, skiing, paragliding and rock climbing in the Himalayas. Angling or fishing in the rivers and streams of the upper Himalayas are as well a lot of fun. Every year tourists crowd this beautiful hill state in enormous numbers for the simple reason that it is in Uttarakhand, they find their vision of an ideal holiday being satisfied.

For example, in English we would write Dear Staff, I would like to recognize Sarah’s outstanding performance. In Slang we would write Hey Homies, Shout out to Sarah for doin’ her thing. In Cyber we would write dear staff i wld like 2 ACK sarah 4 her per4manz

Hearing a succession of mediocre singers does not add up to a single outstanding performance

Hearing a succession of mediocre singers does not add up to a single outstanding performance.” In other words, talent is not a commodity you can buy in bulk and combine to reach the needed levels: There’s a premium to being the best.

The classical literature in psychology describes the relationship between anxiety and performance, including mental performance, in terms of an upside-down U. At the peak of the inverted U is the optimal relationship between anxiety and performance, with a modicum of nerves propelling outstanding achievement. But too little anxiety—the first side of the U—brings about apathy or too little motivation to try hard enough to do well, while too much anxiety—the other side of the U—sabotages any attempt to do well. A

Much has been written about process design, so I won’t repeat that here. I have found the “The Basics of Production,” the first chapter of Andy Grove’s High Output Management, to be particularly helpful. For new companies, here are a few things to keep in mind:   Focus on the output first. What should the process produce? In the case of the interview process, an outstanding employee. If that’s the goal, what’s the process to get there?   Figure out how you’ll know if you are getting what you want at each step. Are you getting enough candidates? Are you getting the right candidates? Will your interview process find the right person for the job? Once you select the person, will they accept the job? Once they accept the job, will they become productive? Once they become productive, will they stay with your company? How will you measure each step?   Engineer accountability into the system. Which organization and which individual is responsible for each step? What can you do to increase the visibility of their performance?

One way or another, if you succeed in amassing a billion-dollar fortune, you will also succeed in making some folks unhappy. If nothing else, you will upset the sort of people who cannot abide another person's success. You will certainly offend individuals who regard outstanding performance in the area of making money as inherently inferior to other accomplishments, such as taking first place in an athletic contest or getting elected to public office.

Hearing a succession of mediocre singers does not add up to a single outstanding performance.

One of his key insights was to explicitly model talent—labeled, innocuously, with the variable q in his formulas—as a factor with “imperfect substitution,” which Rosen explains as follows: “Hearing a succession of mediocre singers does not add up to a single outstanding performance.” In other words, talent is not a commodity you can buy in bulk and combine to reach the needed levels: There’s a premium to being the best.

Many financial analysts will find Emerson and Emery more interesting and appealing stocks than the other two—primarily, perhaps, because of their better “market action,” and secondarily because of their faster recent growth in earnings. Under our principles of conservative investment the first is not a valid reason for selection—that is something for the speculators to play around with. The second has validity, but within limits. Can the past growth and the presumably good prospects of Emery Air Freight justify a price more than 60 times its recent earnings?1 Our answer would be: Maybe for someone who has made an in-depth study of the possibilities of this company and come up with exceptionally firm and optimistic conclusions. But not for the careful investor who wants to be reasonably sure in advance that he is not committing the typical Wall Street error of overenthusiasm for good performance in earnings and in the stock market.* The same cautionary statements seem called for in the case of Emerson Electric, with a special reference to the market’s current valuation of over a billion dollars for the intangible, or earning-power, factor here. We should add that the “electronics industry,” once a fair-haired child of the stock market, has in general fallen on disastrous days. Emerson is an outstanding exception, but it will have to continue to be such an exception for a great many years in the future before the 1970 closing price will have been fully justified by its subsequent performance. By contrast, both ELTRA at 27 and Emhart at 33 have the earmarks of companies with sufficient value behind their price to constitute reasonably protected investments. Here the investor can, if he wishes, consider himself basically a part owner of these businesses, at a cost corresponding to what the

Performance yields compounded growth.Ordinary becomes outstanding just by ounce of performance.

Traits of Companies That Attract Intrapreneurs 1. Their executives are comfortable taking calculated risks and encouraging creativity. 2. Their compensation plan incentivizes innovation and outstanding performers. 3. Their executives play offense (improve) instead of just playing defense (cover their asses). 4. Their executives elevate potential stars rather than hold them back. 5. Their executives actively seek out ideas from all layers of the organization. 6. Their executives actively look for young talent to keep the company vibrant and innovative.

This leads us to a central tenet of tactical excellence: if your people aren’t executing well, it’s not their fault. It’s yours. Leaders of great companies have faith in the ability of ordinary people to perform extraordinarily well. They know that there are very few lazy, uncaring people and that, given the right environment, most people will deliver outstanding performance. Poor performance is usually the result of poor hiring decisions, poor training, lack of clear expectations, poor leadership, inadequate appreciation, poor job design, or some other failure of the company, not the employee.

Princeton University mathematician York Dobyns found that the seven years of new PEAR RNG results closely replicated the preceding three decades of RNG studies reviewed in the meta-analysis.37 That is, our 1989 prediction had been validated. Because the massive PEAR database provides an exceptionally strong confirmation that mind-matter interactions really do exist, we can confidently use it to study some of the factors influencing these effects. Psychologist Roger Nelson and his colleagues found that the main RNG effect for the full PEAR database of 1,262 independent experiments, generated by 108 people, was associated with odds against chance of four thou sand to one.38 He also found that there were no “star” performers—this means that the overall effect reflected an accumulation of small effects from each person rather than a few outstanding results from “special people.” This finding confirms the expectation that mind-matter interaction effects observed in the hundreds of studies collected in the 1989 RNG meta-analysis were part of a widespread ability distributed throughout the population, and were not due to a few psychic “superstars” or a few odd experiments. Further analysis of the PEAR data showed that the results in individual trials were best interpreted as small changes in the probabilities of individual random events rather than as a few instances of wildly large effects. This means that the results cannot be explained by unexpected glitches in the RNG devices, or by strange circumstances in the lab (like a circuit breakdown). Rather, the effects were small but consistent across individual trials, and across different people.39 If we accept that one person can affect the behavior of an RNG, another question naturally arises: would two people together produce a larger effect? The PEAR database included some experiments where cooperating pairs used the same mental intention on the same RNG. Analysis of these data found that, on average, the effects were indeed larger for pairs than for individuals working alone. However, two people didn’t automatically get results that were twice as large as one person’s results. Instead, the composition of the pairs was important in determining the outcome. Same-sex pairs, whether men or women, tended to achieve null or slightly negative outcomes, whereas opposite-sex pairs produced an effect that was approximately twice that of individuals. Moreover, when the pair was a “bonded” couple, such as spouses or close family members, the effect size was more than four times that of individuals.

Princeton University mathematician York Dobyns found that the seven years of new PEAR RNG results closely replicated the preceding three decades of RNG studies reviewed in the meta-analysis.37 That is, our 1989 prediction had been validated. Because the massive PEAR database provides an exceptionally strong confirmation that mind-matter interactions really do exist, we can confidently use it to study some of the factors influencing these effects. Psychologist Roger Nelson and his colleagues found that the main RNG effect for the full PEAR database of 1,262 independent experiments, generated by 108 people, was associated with odds against chance of four thou sand to one.38 He also found that there were no “star” performers—this means that the overall effect reflected an accumulation of small effects from each person rather than a few outstanding results from “special people.” This finding confirms the expectation that mind-matter interaction effects observed in the hundreds of studies collected in the 1989 RNG meta-analysis were part of a widespread ability distributed throughout the population, and were not due to a few psychic “superstars” or a few odd experiments. Further analysis of the PEAR data showed that the results in individual trials were best interpreted as small changes in the probabilities of individual random events rather than as a few instances of wildly large effects. This means that the results cannot be explained by unexpected glitches in the RNG devices, or by strange circumstances in the lab (like a circuit breakdown). Rather, the effects were small but consistent across individual trials, and across different people.39 If we accept that one person can affect the behavior of an RNG, another question naturally arises: would two people together produce a larger effect? The PEAR database included some experiments where cooperating pairs used the same mental intention on the same RNG. Analysis of these data found that, on average, the effects were indeed larger for pairs than for individuals working alone. However, two people didn’t automatically get results that were twice as large as one person’s results. Instead, the composition of the pairs was important in determining the outcome. Same-sex pairs, whether men or women, tended to achieve null or slightly negative outcomes, whereas opposite-sex pairs produced an effect that was approximately twice that of individuals. Moreover, when the pair was a “bonded” couple, such as spouses or close family members, the effect size was more than four times that of individuals. There were also some gender differences. PEAR lab psychologist Brenda Dunne found that women tended to volunteer more time to the experiments, and thus they accumulated about two-thirds of the full database, compared with one-third for men. On the other hand, their effects were smaller on average than those of men, with odds of the difference being due to chance at eight hundred to one.

In a seminal 1981 paper, the economist Sherwin Rosen worked out the mathematics behind these “winner-take-all” markets. One of his key insights was to explicitly model talent—labeled, innocuously, with the variable q in his formulas—as a factor with “imperfect substitution,” which Rosen explains as follows: “Hearing a succession of mediocre singers does not add up to a single outstanding performance.” In other words, talent is not a commodity you can buy in bulk and combine to reach the needed levels: There’s a premium to being the best. Therefore, if you’re in a marketplace where the consumer has access to all performers, and everyone’s q value is clear, the consumer will choose the very best.

Hearing a succession of mediocre singers does not add up to a single outstanding performance.” In other words, talent is not a commodity you can buy in bulk and combine to reach the needed levels: There’s a premium to being the best. Therefore, if you’re in a marketplace where the consumer has access to all performers, and everyone’s q value is clear, the consumer will choose the very best. Even if the talent advantage of the best is small compared to the next rung down on the skill ladder, the

Commit to Priorities Set the appropriate cadence for your OKR cycle. I recommend dual tracking, with quarterly OKRs (for shorter-term goals) and annual OKRs (keyed to longer-term strategies) deployed in parallel. To work out implementation kinks and strengthen leaders’ commitment, phase in your rollout of OKRs with upper management first. Allow the process to gain momentum before enlisting individual contributors to join in. Designate an OKR shepherd to make sure that every individual devotes the time each cycle to choosing what matters most. Commit to three to five top objectives—what you need to achieve—per cycle. Too many OKRs dilute and scatter people’s efforts. Expand your effective capacity by deciding what not to do, and discard, defer, or deemphasize accordingly. In choosing OKRs, look for objectives with the most leverage for outstanding performance. Find the raw material for top-line OKRs in the organization’s mission statement, strategic plan, or a broad theme chosen by leadership. To emphasize a departmental objective and enlist lateral support, elevate it to a company OKR.

Carnival Cruise Lines has its own successful way of doing things, which in this case involved creating a musical group called “The Hot Shots!” The word “Fantastic” comes to mind when thinking of this musical group! Each member auditioned separately at the Carnival rehearsal facility in Miami and then rehearsed as a group until they were ready for the big leagues aboard ship. Fortunately for me and my team, which includes Jorge Fernandez, a former guitar player from Cuba and now a top flight structural engineer in the Tampa Bay area, who helps me with much of my technical work; Lucy Shaw, Chief Copy Editor; Ursula Bracker, Proofer, and lucky me Captain Hank Bracker, award winning author (including multiple gold medals), were aboard the Carnival Legend and were privileged to listen to and enjoy, quite by chance, music that covered everything from Classical Rock, to Disco, to Mo Town and the years in between. Talented Judith Mullally, Carnival’s Entertainment Director, was on hand to encourage and partake in the music with her outstanding voice and, not to be left out, were members of the ship’s repertory cast, as well as the ship’s Cruise Director. The popular Red Frog lounge on the Carnival Legend was packed to the point that one of the performances had to be held on the expansive Lido deck. However, for the rest of the nights, the lounge was packed with young and old, singing and dancing to “The Hot Shots!” - a musical group that would totally pack any venue in Florida. Pheona Baranda, from the Philippines, is cute as a button and is the lead female singer, with a pitch-perfect soprano voice. Lucas Pedreira, from Argentina, is the lead male singer and guitar player who displayed endless energy and the ability to keep the audience hopping! Paulo Baranda, Pheona’s younger brother, plays the lead guitar to perfection and behind the scenes is the band’s musical director and of course is also from the Philippines. Ygor, from Israel, is the “on the money” drummer who puts so much into what he is doing, that at one point he hurt his hand, but refused to slow down. Nick is the bass guitar player, from down under New Zealand, and Marina, the piano and keyboard player, hails from the Ukraine. As a disclaimer I admit that I hold shares in Carnival stock but there is nothing in it for me other than the pleasure of listening to this ultra-talented group which cannot and should not be denied. They were and still are the very best! However, I am sorry that just as a “Super Nova” they unfortunately can’t last. Their bright shining light is presently flaring, but this will only be for a fleeting moment and then will permanently go to black next year on January 2, 2020. That’s just the way it is, but my crew and I, as well as the many guests aboard the Carnival Legend, experienced music seldom heard anywhere, any longer…. It was a treat we will remember for years to come and we hope to see them again, as individual musical artists, or as perhaps with a new group sometime in the near future!

Here are some examples of behaviors that show integrity: -Follow all rules that are set for you and the ones you are expecting your team to follow -Follow through on promises -If you can't follow through on a commitment, let the person know why -Own and admit mistakes -Address sub-par performance in a timely manner (in yourself and others) -Recognize outstanding behavior in a timely manner -Hold all employees to the same standards -Treat everyone fairly, with a high level of respect -Communicate in a clear and respectful manner -Do not gossip or spread rumors--stop them if you hear them -Never place blame on others for something you did -Keep confidential information confidential--do not betray someone's trust -Deal with problems head-on--avoid trying to circumvent or using back channels -Be an advocate for respectful communication and treatment and address unacceptable behavior immediately -Provide facts--do not speculate without all of the information -Be a team player -Avoid getting dragged into company politics -Speak well about your co-workers and company and if you have concrete concerns, address through proper channels

The Ultimate Minimalist Wallets For Men: Functionality Meets Style? More than just a way of transporting essentials like money and ID, the simplest men’s wallets also are a chance to precise your taste and elegance. The perfect minimalist wallet may be a marriage of form and performance. It’s hard-wearing, ready to withstand everyday use, and has high-end design appeal. the perfect wallet is one that you simply can take enjoyment of whipping out at the top of a meal with a client or the in-laws. This one’s on me. Your wallet should complement your lifestyle. Perhaps you’re an on-the-go professional rushing from an office meeting to a cocktail bar. or even you’re a stay-at-home parent who takes pride in your fashion-forward accessories. No single wallet-owner is that the same. Your wallet should say something about your unique personality. Whether you’re seeking an attention-grabbing luxury accessory or something more understated and practical, there’s a wallet that’s got your name thereon. Here’s a variety of the simplest men’s wallets for each taste, style, and purpose. Here Is That The List Of Comfortable Wallets For Men Here, we'll introduce recommended men's outstandingly fashionable wallets. If you would like to be a trendy adult man, please ask it. 1- Stripe Point Bi-Fold Wallet (Paul Smith) "Paul Smith" may be a brand that's fashionable adult men, not just for wallets but also for accessories like clothes and watches. it's a basic series wallet that uses Paul Smith's signature "multi-striped pattern" as an accent. Italian calf leather with a supple texture is employed for the wallet body, and it's a typical model specification of a bi-fold wallet with 1 wallet, 2 coin purses, 4 cardholders. 2- Zippy Wallet Vertical (Louis Vuitton) "Louis Vuitton" may be a luxury brand that's so documented that it's called "the king of high brands" by people everywhere the planet . a trendy long wallet with a blue lining on the "Damier Graffiti", which is extremely fashionable adult men. With multiple pockets and compartments, it's excellent storage capacity. With a chic, simple and complicated design, and having a luxury brand wallet that everybody can understand, you'll feel better and your fashion is going to be dramatically improved. 3- Grange (porter) "Poker" is that the main brand of Yoshida & Co., Ltd., which is durable and highly functional. Yoshida & Co., Ltd. is now one of Japan's leading brands and is extremely popular not only in Japan but also overseas. The charm of this wallet is that the cow shoulder leather is made in Italy, which has been carefully tanned with time and energy. because of the time-consuming tanning process, it's soft and sturdy, and therefore the warm taste makes it comfortable to use. 4- Bellroy Note Sleeve The Note Sleeve is just the simplest all-around wallet in Bellroy’s collection. If you don’t want to spend plenty of your time (or money) researching the simplest wallet, you'll stop here. This one has everything you would like. And it's good too! This wallet will easily suit your cash, coins, and up to eleven cards during a slim profile. The Note Sleeve also has quick-access slots for your daily cards and a cargo area with a convenient pull-tab for the credit cards you employ less frequently.

The radical idea at the core of the strengths movement is that excellence is not the opposite of failure, and that, as such, you will learn little about excellence from studying failure.

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

Conventional wisdom tells us that we learn from our mistakes. The strengths movement says that all we learn from mistakes are the characteristics of mistakes.

I’m afraid of so many things that never used to scare me,” she whispered. “I’m afraid of everything.” “Then you need to stick with me, because in addition to my former careers as an EMT and circus performer, I’m an outstanding dragon slayer. Never met one yet that could defeat me. I gotcha covered, sweetheart.

Locum Pharmacist London Quality Locum Solutions are specialized at performing Pharmacist Jobs In London and an excellent assistance to our clients with a staff of dedicated recruitment specialists supplying outstanding recruitment service. applications@qualityls.co.uk Quality Locum Solutions,10 Watergate Row, Chester CH1 2LA UK Phone: 01244 555133

If you are all set for an enjoyable weekend then simply head towards the magnificent Her Majesty’s Theatre! The popular London Westend theatre is running the award winning London show, The Phantom of the Opera with packed houses. The show has already made its remarkable entry into its third decade. The blockbuster London show by Andrew Lloyd Webber is a complete treat for music lovers. The popular show has won several prestigious awards. The show is set against the backdrop of gothic Paris Opera House. The show revolves around soprano Christine Daae who is enticed by the voice of Phantom. The show features some of the heart touching and spell binding musical numbers such as 'The Music of the Night', 'All I Ask of You' and the infamous title track, The Phantom of the Opera. The Phantom of the Opera is a complete audio visual treat for theatre lovers. In the year 1986, the original production made its debut at the Her Majesty's Theatre featuring Michael Crawford and Sarah Brightman. Sarah was then wife of composer Andrew Lloyd Webber. The popular London musical, The Phantom of the Opera went on becoming a popular show and still London's hottest ticket. The award winning show is a brilliant amalgamation of outstanding design, special effects and memorable score. The show has earned critical acclamation from both the critics and audiences. The show has been transferred to Broadway and is currently the longest running musical. The show is running at the Majestic Theatre and enjoyed brilliant performance across the globe. For Instance, the Las Vegas production was designed specifically with a real lake. In order to celebrate its silver jubilee, there was a glorious concert production at the Royal Albert Hall. The phenomenal production featured Ramin Karimloo and Sierra Boggess as Phantom and Christine. If you are looking for some heart touching love musical the Phantom of the Opera is a must watch. With its wonderfully designed sets, costumes and special effects, the show is a must watch for theatre lovers. The show is recommended for 10+ kids and run for two hours and thirty minutes.

In a seminal 1981 paper, the economist Sherwin Rosen worked out the mathematics behind these “winner-take-all” markets. One of his key insights was to explicitly model talent—labeled, innocuously, with the variable q in his formulas—as a factor with “imperfect substitution,” which Rosen explains as follows: “Hearing a succession of mediocre singers does not add up to a single outstanding performance.” In other words, talent is not a commodity you can buy in bulk and combine to reach the needed levels: There’s a premium to being the best.

These are essentially five such practices—five such habits of the mind that have to be acquired to be an effective executive: 1.    Effective executives know where their time goes. They work systematically at managing the little of their time that can be brought under their control. 2.    Effective executives focus on outward contribution. They gear their efforts to results rather than to work. They start out with the question, “What results are expected of me?” rather than with the work to be done, let alone with its techniques and tools. 3.    Effective executives build on strengths—their own strengths, the strengths of their superiors, colleagues, and subordinates; and on the strengths in the situation, that is, on what they can do. They do not build on weakness. They do not start out with the things they cannot do. 4.    Effective executives concentrate on the few major areas where superior performance will produce outstanding results. They force themselves to set priorities and stay with their priority decisions. They know that they have no choice but to do first things first—and second things not at all. The alternative is to get nothing done. 5.    Effective executives, finally, make effective decisions. They know that this is, above all, a matter of system—of the right steps in the right sequence. They know that an effective decision is always a judgment based on “dissenting opinions” rather than on “consensus on the facts.” And they know that to make many decisions fast means to make the wrong decisions. What is needed are few, but fundamental, decisions. What is needed is the right strategy rather than razzle-dazzle tactics

Everyone knows that Brearley the player could barely qualify for a place in the side for his batting. In fact but for England’s tradition of selecting its captain first and then the rest of the team, Brearley may not have played much for England at all. In contrast, Australia selects its best players and chooses the captain from that pool. England got it right with Brearley for without doubt he is among the best captains cricket has ever known. To be able to captain with such command, for players to look up to him and do his bidding, when he was himself a mediocre contributor must imply that Brearley must have been a magician of a leader. He was quite simply outstanding. Unruffled, technically very sound, able to move swiftly between attack and defense and above all the ability to get everyone together as a team to perform to their potential.

I was extremely impressed with how MS approached the Test captaincy. His maturity, balanced approach, game awareness and understanding of the psyche of his teammates helped get the best out of everyone. What stood out was the way he handled the senior players under him—Sachin, Rahul, Viru, Bhajji, Zak and I. We were all leaders within the group. We were self-motivated and took a lot of pride in our performance, and he enabled us. His man-management was outstanding, his self-belief refreshingly reassuring. I never got the impression that he was insecure or that he looked over his shoulder because there were so many seniors in the team. MS was non-interfering when it came to the established core group, but he invited suggestions from all of us. Whether he took those suggestions on board or not was not important. But he did hear everyone out before making his decision. The buck stopped with him, but by involving us in the process, he sent out a strong message of inclusiveness. If MS had been insecure and had not sought us out, there was every possibility that we might have gone about our business, not knowing if the skipper even wanted our inputs.

Sports teams conduct practice sessions and call time-outs mid-game to quickly review what’s going wrong and introduce modified approaches. This is true even in sports that don’t allow breaks. In rowing, for instance, a coxswain might call on a crew to focus on a particular aspect of their technique for five or ten strokes to recover their timing. A basketball point guard might dribble a few seconds off the shot clock while shouting directions to her teammates so they can regroup. Similarly, leaders must reserve time for slowification. Toyota, studied for their organizational learning and outstanding performance, routinely puts breaks between shifts so leaders can run problem-solving and improvement activities before production resumes. When production is interrupted, downtime is often used as a slowification opportunity.

To get to the top of motor racing, to drive a Formula 1 car in one of the leading teams, you have to have certain qualities in the right proportion. One of them has always been much admired, and is now more important than ever: consistency. What matters is not a single outstanding move but your performance across the full duration of a race, a racing season, and indeed your career...Clearly consistency is not simply a natural talent within a driver, but the outcome of a long and tough physical programme which will allow us to give our best at all times and reach the end of a race - even the toughest - as fresh as we were to start.

All stations and the briefing room, we've just had loss of signal at the expected time. This is another outstanding performance by flight dynamics. So we'll be listening for the signal from Rosetta for another 24 hours, but we don't expect any. This is the end of the Rosetta mission. Thank you, and goodbye.

4.    Effective executives concentrate on the few major areas where superior performance will produce outstanding results. They force themselves to set priorities and stay with their priority decisions. They know that they have no choice but to do first things first—and second things not at all. The alternative is to get nothing done. 5.    Effective executives, finally, make effective decisions. They know that this is, above all, a matter of system—of the right steps in the right sequence. They know that an effective decision is always a judgment based on “dissenting opinions” rather than on “consensus on the facts.” And they know that to make many decisions fast means to make the wrong decisions. What is needed are few, but fundamental, decisions.