Performance Review Quotes

I...took some pride in 'not fulfilling my potential,' in part because I was terrified that if I tried my hardest, the world would learn I didn't actually have that much potential.

An analysis of 248 performance reviews collected from a variety of US-based tech companies found that women receive negative personality criticism that men simply don’t.7 Women are told to watch their tone, to step back. They are called bossy, abrasive, strident, aggressive, emotional and irrational. Out of all these words, only aggressive appeared in men’s reviews at all – ‘twice with an exhortation to be more of it’.

Yes, novels; for I will not adopt that ungenerous and impolitic custom, so common with novel-writers, of degrading, by their contemptuous censure, the very performances to the number of which they are themselves adding; joining with their greatest enemies in bestowing the harshest epithets on such works, and scarcely ever permitting them to be read by their own heroine, who, if she accidentally take up a novel, is sure to turn over its insipid pages with disgust. Alas! if the heroine of one novel be not patronised by the heroine of another, from whom can she expect protection and regard? I cannot approve of it. Let us leave it to the reviewers to abuse such effusions of fancy at their leisure, and over every new novel to talk in threadbare strains of the trash with which the press now groans. Let us not desert one another- we are an injured body.

In regard to propaganda the early advocates of universal literacy and a free press envisaged only two possibilities: the propaganda might be true, or the propaganda might be false. They did not foresee what in fact has happened, above all in our Western capitalist democracies - the development of a vast mass communications industry, concerned in the main neither with the true nor the false, but with the unreal, the more or less totally irrelevant. In a word, they failed to take into account man's almost infinite appetite for distractions. In the past most people never got a chance of fully satisfying this appetite. They might long for distractions, but the distractions were not provided. Christmas came but once a year, feasts were "solemn and rare," there were few readers and very little to read, and the nearest approach to a neighborhood movie theater was the parish church, where the performances though frequent, were somewhat monotonous. For conditions even remotely comparable to those now prevailing we must return to imperial Rome, where the populace was kept in good humor by frequent, gratuitous doses of many kinds of entertainment - from poetical dramas to gladiatorial fights, from recitations of Virgil to all-out boxing, from concerts to military reviews and public executions. But even in Rome there was nothing like the non-stop distractions now provided by newspapers and magazines, by radio, television and the cinema. In "Brave New World" non-stop distractions of the most fascinating nature are deliberately used as instruments of policy, for the purpose of preventing people from paying too much attention to the realities of the social and political situation. The other world of religion is different from the other world of entertainment; but they resemble one another in being most decidedly "not of this world." Both are distractions and, if lived in too continuously, both can become, in Marx's phrase "the opium of the people" and so a threat to freedom. Only the vigilant can maintain their liberties, and only those who are constantly and intelligently on the spot can hope to govern themselves effectively by democratic procedures. A society, most of whose members spend a great part of their time, not on the spot, not here and now and in their calculable future, but somewhere else, in the irrelevant other worlds of sport and soap opera, of mythology and metaphysical fantasy, will find it hard to resist the encroachments of those would manipulate and control it.

If humanism were right in declaring that man is born to be happy, he would not be born to die. Since his body is doomed to die, his task on earth evidently must be of a more spiritual nature. It cannot the unrestrained enjoyment of everyday life. It cannot be the search for the best ways to obtain material goods and then cheerfully get the most out of them. It has to be the fulfillment of a permanent, earnest duty so that one's life journey may become an experience of moral growth, so that one may leave life a better human being than one started it. It is imperative to review the table of widespread human values. Its present incorrectness is astounding. It is not possible that assessment of the President's performance be reduced to the question of how much money one makes or of unlimited availability of gasoline. Only voluntary, inspired self-restraint can raise man above the world stream of materialism.

Build a Wall Between Performance Review and Professional Development:

This last is important. Even in corporate environments, it is very difficult to remove an underling for incompetence if that underling has seniority and a long history of good performance reviews. As in government bureaucracies, the easiest way to deal with such people is often to “kick them upstairs”: promote them to a higher post, where they become somebody else’s problem.

A chemistry is performed so that a chemical reaction occurs and generates a signal from the chemical interaction with the sample, which is translated into a result, which is then reviewed by certified laboratory personnel.

Sex was a given, like food, and as such was to be relished when excellent and derided when substandard; it was an entertainment, like the theatre, and could thus be reviewed like a performance.

Andy Grove, the longtime CEO of Intel, was known to be so harsh and intimidating that a subordinate once fainted during a performance review.

Feedback is important to people. We all want to know how well we’re doing. That’s why it is essential for an effective performance review system to provide ongoing feedback.

Most of us know intuitively that a score on a personality test, a rank on a standardized assessment, a grade point average, or a rating on a performance review doesn’t reflect your, or your child’s, or your students’, or your employees’ abilities. Yet the concept of average as a yardstick for measuring individuals has been so thoroughly ingrained in our minds that we rarely question it seriously.

PALATABLE CRITICISM: In a performance review, don't offer more than three criticisms. That's all an employee can digest.

If the first time he hears that he’s not meeting expectations is during his performance review, it’s going to feel terrible,

Your career growth depends mainly on how well you can articulate and present your performance review.

Shotton had an insatiable appetite for feedback—a quality I have seen in all the top business performers I have worked with. They have a particularly strong need for instant, in the moment feedback.

When one ponders on the tremendous journey of evolution over the past three billion years or so, the prodigious wealth of structures it has engendered, and the extraordinarily effective teleonomic performances of living beings from bacteria to man, one may well find oneself beginning to doubt again whether all this could conceivably be the product of an enormous lottery presided over by natural selection, blindly picking the rare winners from among numbers drawn at random. [Nevertheless,] a detailed review of the accumulated modern evidence [shows] that this conception alone is compatible with the facts.

and if a rainy morning deprived them of other enjoyments, they were still resolute in meeting in defiance of wet and dirt, and shut themselves up, to read novels together. Yes, novels; for I will not adopt that ungenerous and impolitic custom so common with novel–writers, of degrading by their contemptuous censure the very performances, to the number of which they are themselves adding — joining with their greatest enemies in bestowing the harshest epithets on such works, and scarcely ever permitting them to be read by their own heroine, who, if she accidentally take up a novel, is sure to turn over its insipid pages with disgust. Alas! If the heroine of one novel be not patronized by the heroine of another, from whom can she expect protection and regard? I cannot approve of it. Let us leave it to the reviewers to abuse such effusions of fancy at their leisure, and over every new novel to talk in threadbare strains of the trash with which the press now groans. Let us not desert one another; we are an injured body. Although our productions have afforded more extensive and unaffected pleasure than those of any other literary corporation in the world, no species of composition has been so much decried. From pride, ignorance, or fashion, our foes are almost as many as our readers. And while the abilities of the nine–hundredth abridger of the History of England, or of the man who collects and publishes in a volume some dozen lines of Milton, Pope, and Prior, with a paper from the Spectator, and a chapter from Sterne, are eulogized by a thousand pens — there seems almost a general wish of decrying the capacity and undervaluing the labour of the novelist, and of slighting the performances which have only genius, wit, and taste to recommend them. “I am no novel–reader — I seldom look into novels — Do not imagine that I often read novels — It is really very well for a novel.” Such is the common cant. “And what are you reading, Miss — ?” “Oh! It is only a novel!” replies the young lady, while she lays down her book with affected indifference, or momentary shame. “It is only Cecilia, or Camilla, or Belinda”; or, in short, only some work in which the greatest powers of the mind are displayed, in which the most thorough knowledge of human nature, the happiest delineation of its varieties, the liveliest effusions of wit and humour, are conveyed to the world in the best–chosen language. Now, had the same young lady been engaged with a volume of the Spectator, instead of such a work, how proudly would she have produced the book, and told its name; though the chances must be against her being occupied by any part of that voluminous publication, of which either the matter or manner would not disgust a young person of taste: the substance of its papers so often consisting in the statement of improbable circumstances, unnatural characters, and topics of conversation which no longer concern anyone living; and their language, too, frequently so coarse as to give no very favourable idea of the age that could endure it.

In order to match a person to the design, start by creating a spec sheet so that there will be a consistent set of criteria that can be applied from recruiting through performance reviews. Bridgewater’s spec sheets use the same bank of qualities as our Baseball Cards.

We are entering an age of super-intelligent computers that can take any complex data set—every legal precedent, radiology film, asset price, financial transaction, actuarial table, Facebook like, customer review, résumé bullet, facial expression, and so on—synthesize it, and then perform tasks and make decisions in ways that are as good as or better than the smartest human in the vast majority of cases.

Humans see patterns in the world, we can communicate this to other humans, and we have the capacity to imagine futures that don’t yet exist: how if we just changed this thing, then that thing would happen, and the world would be a slightly better place. The only trouble is … well, we’re not terribly good at any of those things. Any honest assessment of humanity’s previous performance on those fronts reads like a particularly brutal annual review from a boss who hates you. We imagine patterns where they don’t exist. Our communication skills are, uh, sometimes lacking. And we have an extraordinarily poor track record of failing to realise that changing this thing will also lead to the other thing, and that even worse thing, and oh God no now this thing is happening how do we stop it.

The culture of a company is the behavior of its leaders. Leaders get the behavior they exhibit and tolerate. You change the culture of the company by changing the behavior of its leaders. You measure the change in culture by measuring the change in the personal behavior of its leaders and the performance of the business.

True Films On TrueFilms.com, Kevin has reviewed the best documentaries he’s seen over decades. The counterpart book series, True Films 3.0, contains the 200 documentaries he feels you should see before you die, and it is available as a PDF on kk.org. Three docs we both love are The King of Kong, Man on Wire, and A State of Mind.

An essential difference between British and American punk bands can be found in their respective views of rock & roll history. The British bands took a deliberately anti-intellectual stance, refuting any awareness of, or influence from, previous exponents of the form. The New York and Cleveland bands saw themselves as self-consciously drawing on and extending an existing tradition in American rock & roll. (...) A second difference between the British and American punk scenes was their relative gestation periods. The British weekly music press was reviewing Sex Pistols shows less than three months after their cacophonous debut. Within a year of the Pistols' first performance they had a record deal, with the 'major' label EMI. Within six months of their first gigs the Damned and the Clash also secured contracts, the latter with CBS. The CBGBs scene went largely ignored by the American music industry until 1976 -- two years after the debuts of Television, the Ramones and Blondie. Even then only Television signed to an established label.

University in St. Louis. They have shown that after a single review of material, repeated self-testing enhances learning far better than does repeated studying.

Use evaluation tools such as performance surveys, metrics, and formal reviews to document all aspects of a person’s performance.It’s

I think a lot of the pleasure in sports is found in performing well.

Mr. Morris's poem is ushered into the world with a very florid birthday speech from the pen of the author of the too famous Poems and Ballads,—a circumstance, we apprehend, in no small degree prejudicial to its success. But we hasten to assure all persons whom the knowledge of Mr. Swinburne's enthusiasm may have led to mistrust the character of the work, that it has to our perception nothing in common with this gentleman's own productions, and that his article proves very little more than that his sympathies are wiser than his performance. If Mr. Morris's poem may be said to remind us of the manner of any other writer, it is simply of that of Chaucer; and to resemble Chaucer is a great safeguard against resembling Swinburne.

My dad may consider putting into a tin cup in his basement a good form of practice, but unless he’s consciously challenging himself and monitoring his performance—reviewing, responding, rethinking, rejiggering—it’s never going to make him appreciably better. Regular practice simply isn’t enough. To improve, we must watch ourselves fail, and learn from our mistakes.

JB's friends were poets and performance artists and academics and modern dancers and philosophers -- he had, Malcolm once observed, befriended everyone at their college who was least likely to make money -- and their lives were grants and residencies and fellowships and awards. Success, among JB's Hood Hall assortment, wasn't defined by your box-office numbers (as it was for his agent and manager) or your costars or your reviews (as it was by his grad-school classmates): it was defined simply and only by how good your work was, and whether you were proud of it.

When I tried to access one of the other entertainment libraries, Vintage Movies, the system informed me that I wouldn't be granted access to a wider selection of entertainment options until I had received an above-average rating in three consecutive employee performance reviews. Then the system asked me if I wanted more information on the Indentured Employee Entertainment Reward Program. I didn't.

In high school, Tom won rave reviews for his rousing performance of Curly in Oklahoma! while I was relegated to the understudy for Laurey, a role I did not once bring to fruition while pining for Tom from the chorus. His custom-tailored suit for our wedding was far nicer than my dress, and it was all anyone could talk about at our ceremony. If anyone could steal the thunder of my cancer diagnosis, it was Tom.

By performing a simple Google search, a website review, a visit to their LinkedIn profile, or a media release search on the person you are about to meet, you can find out where they’ve been, what they care about, and where they’re going. Whether you learn an interesting fact about a hobby they enjoy, the breed of their dog, or something you both have in common, it will show that you took the time to research and that you care about them as a person.

My (Carolyn’s) sister says that as a full-time mother she misses her annual review. Whenever she got her review on the job, she knew exactly how well she was doing against her performance goals. But mothering can be a long stretch of unappreciated labor.

This automatic feedback is another reason extreme athletes have found flow so frequently, but what if we’re interested in pulling this trigger without help from the laws of physics? No mystery here. Tighten feedback loops. Put mechanisms in place so attention doesn’t have to wander. Ask for more input. How much input? Well, forget quarterly reviews. Think daily reviews. Studies have found that in professions with less direct feedback loops—stock analysis, psychiatry, and medicine—even the best get worse over time.

In this book, you’ll naturally look for common habits and recommendations, and you should. Here are a few patterns, some odder than others: More than 80% of the interviewees have some form of daily mindfulness or meditation practice A surprising number of males (not females) over 45 never eat breakfast, or eat only the scantiest of fare (e.g., Laird Hamilton, page 92; Malcolm Gladwell, page 572; General Stanley McChrystal, page 435) Many use the ChiliPad device for cooling at bedtime Rave reviews of the books Sapiens, Poor

It is not just bookstores and libraries that are disappearing but museums, theaters, performing arts centers, art and music schools— all those places where I felt at home have joined the list of endangered species. The San Francisco Chronicle, the Los Angeles Times, the Boston Globe and my own hometown paper, The Washington Post, have all closed their weekend book review sections, leaving books orphaned and stranded, poor cousins to television and the movies. In a sign of the times, the Bloomberg News website recently transferred its book coverage to the Luxury section, alongside yachts, sports clubs and wine, as if to signal that books are an idle indulgence of the super-rich. But if there is one thing that should not be denied to anyone rich or poor it is the opportunity to dream.

Use evaluation tools such as performance surveys, metrics, and formal reviews to document all aspects of a person’s performance.It’s hard to have an objective, open-minded, emotion-free conversation about performance if there is no data to discuss. It’s also hard to track progress.

I have been cheated. The file had a few pieces of worthless information about me and some of my performance reviews (which I had to sign– so it wasn’t anything new). The rest were blank pieces of paper, which Oliver obviously put in there to make it look more enticing. It also only briefly mentioned the meeting with Spencer, saying I had shown interest in marketing with a red pen mark at the bottom which said: Accused Marketing Director of being a narcissistic bastard. Follow up? They hadn’t even indicated whose side they were on, which is slightly disappointing.

Reflection and review enables the long-term improvement of all habits because it makes you aware of your mistakes and helps you consider possible paths for improvement. Without reflection, we can make excuses, create rationalizations, and lie to ourselves. We have no process for determining whether we are performing better or worse compared to yesterday.

Briggs was living in Toronto at the time and had started a studio called Thunder Sound. He recorded the Massey Hall show. He thought this live show should have come out right away and was disappointed and disagreed with my decision to instead put out Harvest-he thought it was not as good as the Massey Hall recording. "It's great, Neil," Briggs said. "Put it out there." But that was not to be. When I heard the show thirty-four years later while reviewing tapes for my archive performance series, I was a little shocked-I agreed with David. After listening, I felt his frustration. This was better than Harvest. It meant more. He was right. I had missed it. He understood it. David was usually right, and when I disagreed with him, I was usually wrong. Every time I go into the studio or onstage, he is missed.

...there was almost no opinion, however nonsensical, that wasn't tolerated, at least for long enough for it to be delivered. But it wasn't just that, nor his charm nor eccentricity, his sometimes slovenly, sometimes stunning intelligence, that made him so attractive as a tutor; it was the utterly unfamiliar sensation one got, as a student, of his respect for, or at least well-performed interest in, what one thought.

Every day she found parenthood like taking a test for which she had not studied. The questions were daunting and there wasn’t nearly enough multiple choice. Occasionally she woke up damp with sweat, having imagined a knock at the door and some sort of authority figure with an empty baby-sized basket saying, “We’ve just reviewed your last parental performance report and there’s really no nice way to put this. You’re fired.

Even more frustrating, there are so few acceptable occasions for my rage to be expressed. Because I am a Black person, my anger is considered dangerous, explosive, and unwarranted. Because I am a woman, my anger supposedly reveals an emotional problem or gets dismissed as a temporary state that will go away once I choose to be rational. Because I am a Christian, my anger is dismissed as a character flaw, showing just how far I have turned from Jesus. Real Christians are nice, kind, forgiving - and anger is none of those things. Though I knew these interpretations to be ludicrous, dealing with these reactions to any hint of my anger was enough to prevent me from speaking it. The boldness I possessed in school melted away in the face of supervisors, performance reviews, benefits packages, and the backlash that came from expecting more out my Church.

In Ericsson’s seminal 1993 paper on the topic, titled “The Role of Deliberate Practice in the Acquisition of Expert Performance,” he dedicates a section to reviewing what the research literature reveals about an individual’s capacity for cognitively demanding work. Ericsson notes that for a novice, somewhere around an hour a day of intense concentration seems to be a limit, while for experts this number can expand to as many as four hours—but rarely more.

Lola pushed aside the sentries and entered his room anyway. In the process, the front of her dress somehow got torn (perhaps by her, perhaps by one of the sentries), and to the astonishment of all, most especially the king, her bare breasts were brazenly exposed. Lola was granted her audience with Ludwig. Fifty-five hours later she made her debut on the Bavarian stage; the reviews were terrible, but that did not stop Ludwig from arranging more performances.

We've been told that with regard to seduction, "candy is dandy, but liquor is quicker," but in truth, rather, properly selected: "candy makes randy; liquor makes desire flicker"; or, as Shakespeare's porter said to Macduff: "[drink] provokes the desire but it takes away the performance." The wines and beers of antiquity, however, which were potent infusions of innumerable psychoactive plants, often requiring dilution with water and in which alcohol served rather as preservative then inebriating active principle.

In his book Real Presences, George Steiner asks us to "imagine a society in which all talk about the arts, music and literature is prohibited." In such a society there would be no more essays on whether Hamlet was mad or only pretending to be, no reviews of the latest exhibitions or novels, no profiles of writers or artists. There would be no secondary, or parasitic, discussion - let alone tertiary: commentary on commentary. We would have, instead, a "republic for writers and readers" with no cushion of professional opinion-makers to come between creators and audience. While the Sunday papers presently serve as a substitute for the experiencing of the actual exhibition or book, in Steiner's imagined republic the review pages would be turned into listings:catalogues and guides to what is about to open, be published, or be released. What would this republic be like? Would the arts suffer from the obliteration of this ozone of comment? Certainly not, says Steiner, for each performance of a Mahler symphony is also a critique of that symphony. Unlike the reviewer, however, the performer "invests his own being in the process of interpretation." Such interpretation is automatically responsible because the performer is answerable to the work in a way that even the most scrupulous reviewer is not. Although, most obviously, it is not only the case for drama and music; all art is also criticism. This is most clearly so when a writer or composer quotes or reworks material from another writer or composer. All literature, music, and art "embody an expository reflection which they pertain". In other words it is not only in their letters, essays, or conversation that writers like Henry James reveal themselves also to be the best critics; rather, The Portrait of a Lady is itself, among other things, a commentary on and a critique of Middlemarch. "The best readings of art are art." No sooner has Steiner summoned this imaginary republic into existence than he sighs, "The fantasy I have sketched is only that." Well, it is not. It is a real place and for much of the century it has provided a global home for millions of people. It is a republic with a simple name: jazz.

One of the best-kept secrets in all of health care — understood by few doctors — is that the peer reviewers, medical journal editors, and guideline writers, who are assumed to be performing due diligence to ensure the accuracy and completeness of the data reported from company-sponsored studies, do not have access to the real data from these trials. The published reports that doctors accept as fully vetted scientific evidence can be more accurately described as unverified data summaries prepared largely by or for the sponsoring drug companies.

Anya's final sweep of the bow was as if she had delivered the coup de grâce in a sword duel. The last note reverberated around the empty theatre until only the white noise from the speakers remained, lapping back in like a gentle wave. It was probably the most beautiful rendition I had heard her perform, but there was no applause; there was only silence. I flicked my eyes across to Malcolm, the theatre director, but his gaze was transfixed on a particular seat. Even Anya, rigid and breathless with the violin at her side, was staring at that same seat.

Following this rejection, and Sagan’s failure to secure tenure at Harvard, scientists developed a new term: the Sagan effect. One’s popularity with the general public was considered inversely proportional to the quantity and quality of one’s scientific work, a perception that, in Sagan’s case at least, was false. He published, on average, once monthly in peer-reviewed publications over the course of his thirty-nine-year career—a total of five hundred scientific papers. More recent research suggests that scientists who engage the public tend to be better academic performers as well.

Jess Pepper's review of the Avalon Strings: 'In a land so very civilized and modern as ours, it is unpopular to suggest that the mystical isle of Avalon ever truly existed. But I believe I have found proof of it right here in Manhattan. To understand my reasoning, you must recall first that enchanting tale of a mist-enshrouded isle where medieval women--descended from the gods--spawned heroic men. Most notable among these was the young King Arthur. In their most secret confessions, these mystic heroes acknowledged Avalon, and particularly the music of its maidens, as the source of their power. Many a school boy has wept reading of Young King Arthur standing silent on the shore as the magical isle disappears from view, shrouded in mist. The boy longs as Arthur did to leap the bank and pilot his canoe to the distant, singing atoll. To rejoin nymphs who guard in the depths of their water caves the meaning of life. To feel again the power that burns within. But knowledge fades and memory dims, and schoolboys grow up. As the legend goes, the way became unknown to mortal man. Only woman could navigate the treacherous blanket of white that dipped and swirled at the surface of the water. And with its fading went also the music of the fabled isle. Harps and strings that heralded the dawn and incited robed maidens to dance evaporated into the mists of time, and silence ruled. But I tell you, Kind Reader, that the music of Avalon lives. The spirit that enchanted knights in chain mail long eons ago is reborn in our fair city, in our own small band of fair maids who tap that legendary spirit to make music as the Avalon Strings. Theirs is no common gift. Theirs is no ordinary sound. It is driven by a fire from within, borne on fingers bloodied by repetition. Minds tormented by a thirst for perfection. And most startling of all is the voice that rises above, the stunning virtuoso whose example leads her small company to higher planes. Could any other collection of musicians achieve the heights of this illustrious few? I think not. I believe, Friends of the City, that when we witnes their performance, as we may almost nightly at the Warwick Hotel, we witness history's gift to this moment in time. And for a few brief moments in the presence of these maids, we witness the fiery spirit that endured and escaped the obliterating mists of Avalon.

Elizabeth still fervently believed that no woman should be forced to have a baby. Yet here she was, a single mother, the lead scientist on what had to be the most unscientific experiment of all time: the raising of another human being. Every day she found parenthood like taking a test for which she had not studied. The questions were daunting and there wasn’t nearly enough multiple choice. Occasionally she woke up damp with sweat, having imagined a knock at the door and some sort of authority figure with an empty baby-sized basket saying, “We’ve just reviewed your last parental performance report and there’s really no nice way to put this. You’re fired.

Idea in Brief Are you an ethical manager? Most would probably say, “Of course!” The truth is, most of us are not. Most of us believe that we’re ethical and unbiased. We assume that we objectively size up job candidates or venture deals and reach fair and rational conclusions that are in our organization’s best interests. But the truth is, we harbor many unconscious—and unethical—biases that derail our decisions and undermine our work as managers. Hidden biases prevent us from recognizing high-potential workers and retaining talented managers. They stop us from collaborating effectively with partners. They erode our teams’ performance. They can also lead to costly lawsuits.

Going without food for even a day increases your brain’s natural growth factors, which support the survival and growth of neurons. Evolution designed our bodies and brains to perform at their peak as hybrid vehicles. Metabolic switching between glucose and ketones is when cognition is best and degenerative diseases are kept at bay. As a recent paper in Nature Reviews Neuroscience put it: “Metabolic switching impacts multiple signaling pathways that promote neuroplasticity and resistance of the brain to injury and disease.” So how do you do it? Not by overloading on glucose or ketones, but by altering the cadence of eating and letting the body do what it was designed to do during times of food scarcity.

I see in the papers that the singer, Frank Ifield, popular in the fifties, is planning a comeback. I remember reviewing his debut at the Palladium under the insane misapprehension that he was blind. (I had him confused with a blind vocalist who bore a similar name.) I watched agape with admiration while he strolled around the stage with every appearance of knowing where he was going, and I burst into spontaneous applause as he strode down to within a foot of the orchestra pit without the least sign of fear. By the end of his act I was misty with tears at the thought of his courage. I often wonder what he thought when he read the review in which I congratulated him on the gallantry with which he had overcome the handicap of sightlessness.

I’ve met with many coaches and they ask me: “What happened to the coachable athletes? Where did they go?” Many of the coaches lament that when they give their athletes corrective feedback, the athletes grumble that their confidence is being undermined. Sometimes the athletes phone home and complain to their parents. They seem to want coaches who will simply tell them how talented they are and leave it at that. The coaches say that in the old days after a little league game or a kiddie soccer game, parents used to review and analyze the game on the way home and give helpful (process) tips. Now on the ride home, they say, parents heap blame on the coaches and referees for the child’s poor performance or the team’s loss. They don’t want to harm the child’s confidence by putting the blame on the child.

The company’s other primary commitment—to radical transparency—goes much deeper than the glass office walls. Every meeting is recorded, and (unless proprietary client information is discussed) every recording is available to every member of the organization. Each office and meeting room is equipped with audio recording technology. For example, if your boss and your boss’s boss are discussing your performance and you weren’t invited to the meeting, the recording is available for you to review. And you don’t have to scour every audio file to find out whether you were the subject of a closed-door conversation. If your name came up, you’re likely to be given a heads-up, just so that you will review the file. In effect, there is no such thing as a closed-door conversation; everything is part of a “historical record of what is true.

Darwin enjoyed every advantage of upbringing, but continually pained his widowed father with his lackluster academic performance. “You care for nothing but shooting, dogs, and rat-catching, and you will be a disgrace to yourself and all your family,” his father wrote in a line that nearly always appears just about here in any review of Darwin’s early life. Although his inclination was to natural history, for his father’s sake he tried to study medicine at Edinburgh University but couldn’t bear the blood and suffering. The experience of witnessing an operation on an understandably distressed child—this was in the days before anesthetics, of course—left him permanently traumatized. He tried law instead, but found that insupportably dull and finally managed, more or less by default, to acquire a degree in divinity from Cambridge.

If humanism were right in declaring that man is born to be happy, he would not be born to die. Since his body is doomed to die, his task on earth evidently must be of a more spiritual nature. It cannot be unrestrained enjoyment of everyday life. It cannot be the search for the best ways to obtain material goods and then cheerfully get the most out of them. It has to be the fulfillment of a permanent, earnest duty so that one's life journey may become an experience of moral growth, so that one may leave life a better human being than one started it. It is imperative to review the table of widespread human values. Its present incorrectness is astounding. It is not possible that assessment of the President's performance be reduced to the question of how much money one makes or of unlimited availability of gasoline. Only voluntary, inspired self-restraint can raise man above the world stream of materialism.

Recently, a judge of the prestigious 2014 British Forward Prize for Poetry was moved to observe that “there is an awful lot of very powerful, lyrical, and readable poetry being written today,” but we need education, because “we have lost the sense that poetry sits halfway between prose and music—that you can’t expect to read it like a novel.” A few years ago, the New York Times published an op-ed of mine, about learning poetry by heart. The response to it confirmed that people of all ages think about poetry as a kind of inspired music, embodying beauty and insight. On one hand, poetry has always flowed from music, as rap and hip-hop remind us big-time. Rappers know how poetry walks and talks. So we have music, or deeply felt recitations of poems that belong to collective memory. On the other hand, we have overly instructive prose poems, as well as the experiments of certain critical ideologies, or conceptual performance art. These aspects seem to represent the public, Janus face of poetry.

If you continue to mentally practice enough times this new series of choices, behaviors, and experiences that you desire, reproducing the same new level of mind over and over again, then your brain will begin to physically change—installing new neurological circuitry to begin to think from that new level of mind—to look as if the experience has already happened. You’ll be producing epigenetic variations that lead to real structural and functional changes in the body by thought alone—just as do those who respond to a placebo. Then your brain and body will no longer be living in the same past; they’ll be living in the new future that you created in your mind. This is possible through mental rehearsal. This technique is basically closing your eyes and repeatedly imagining performing an action, and mentally reviewing the future you want, all the while reminding yourself of who you no longer want to be (the old self) and who you do want to be. This process involves thinking about your future actions, mentally planning your choices, and focusing your mind on a new experience.

Less is more. “A few extremely well-chosen objectives,” Grove wrote, “impart a clear message about what we say ‘yes’ to and what we say ‘no’ to.” A limit of three to five OKRs per cycle leads companies, teams, and individuals to choose what matters most. In general, each objective should be tied to five or fewer key results. (See chapter 4, “Superpower #1: Focus and Commit to Priorities.”) Set goals from the bottom up. To promote engagement, teams and individuals should be encouraged to create roughly half of their own OKRs, in consultation with managers. When all goals are set top-down, motivation is corroded. (See chapter 7, “Superpower #2: Align and Connect for Teamwork.”) No dictating. OKRs are a cooperative social contract to establish priorities and define how progress will be measured. Even after company objectives are closed to debate, their key results continue to be negotiated. Collective agreement is essential to maximum goal achievement. (See chapter 7, “Superpower #2: Align and Connect for Teamwork.”) Stay flexible. If the climate has changed and an objective no longer seems practical or relevant as written, key results can be modified or even discarded mid-cycle. (See chapter 10, “Superpower #3: Track for Accountability.”) Dare to fail. “Output will tend to be greater,” Grove wrote, “when everybody strives for a level of achievement beyond [their] immediate grasp. . . . Such goal-setting is extremely important if what you want is peak performance from yourself and your subordinates.” While certain operational objectives must be met in full, aspirational OKRs should be uncomfortable and possibly unattainable. “Stretched goals,” as Grove called them, push organizations to new heights. (See chapter 12, “Superpower #4: Stretch for Amazing.”) A tool, not a weapon. The OKR system, Grove wrote, “is meant to pace a person—to put a stopwatch in his own hand so he can gauge his own performance. It is not a legal document upon which to base a performance review.” To encourage risk taking and prevent sandbagging, OKRs and bonuses are best kept separate. (See chapter 15, “Continuous Performance Management: OKRs and CFRs.”) Be patient; be resolute. Every process requires trial and error. As Grove told his iOPEC students, Intel “stumbled a lot of times” after adopting OKRs: “We didn’t fully understand the principal purpose of it. And we are kind of doing better with it as time goes on.” An organization may need up to four or five quarterly cycles to fully embrace the system, and even more than that to build mature goal muscle.

INTENSITY A Summary Intensity is the driving force behind the strong reactions of the spirited child. It is the invisible punch that makes every response of the spirited child immediate and strong. Managed well, intensity allows spirited children a depth and delight of emotion rarely experienced by others. Its potential to create as well as wreak havoc, however, makes it one of the most challenging temperamental traits to learn to manage. Intense spirited kids need to hear: You do everything with zest, vim, vigor, and gusto. You are enthusiastic, expressive, and full of energy. Your intensity can make you a great athlete, leader, performer, etc. Things can frustrate you easily. Being intense does not mean being aggressive. Teaching tips: Help your child learn to notice her growing intensity before it overwhelms her. Provide activities that soothe and calm, such as warm baths, stories, and quiet imaginative play. Use humor to diffuse intense reactions. Protect her sleep. Make time for exercise. Teach your child that time-out is a way to calm herself. If you are intense too: Do not fear your child’s intensity. Diffuse your own intensity before you step in to help your child. Take deep breaths, step away from the situation, get the sleep you need, or ask for help to cope with your own intensity. Review in your own mind the messages you were given about intensity. Dump those that negate the value of intensity or leave you feeling powerless.

I am glad when we enter the conference room that Chihiro made sure I wasn’t late to the meeting. Not only does my appearance cut short several whispered confabs in the corners of the room (confirming her suspicion that people would have used my lateness as a chance to talk about me), but I also get to take my favorite seat: at the far end of the table next to my favorite monkey. I’ve never quite understood how the monkeys got here. The fresco on the ceiling of this room –originally the formal dining room- is modeled on the one in the formal dining room at La Civetta. It depicts a lemon-covered pergola in a garden. An assortment of birds –doves, sparrows, and long-tailed peacocks – roost on the wooden struts. In the original fresco, fat cupids also frolic amidst the greenery, their chubby feet dangling precariously from their perches. In one corner a plaster foot even protrudes from the frescoed surface. In this New York version of the fresco, there are monkeys instead of cupids: monkeys peering out between leafy branches and monkeys dangling by their tails from the wooden slats of the pergola. If you look carefully (and I have had ample opportunity through long and tedious budget reviews to examine every inch of the palatial room), you can even find a few monkeys that have climbed down from the pergola and found their way into the formal dining room to perform rude and unspeakable acts... My favorite monkey, though, is the little one who peers out from behind the leafy fronds of an aspidistra, making an obscene gesture I have seen only on the streets of Italy. I always sit right next to him. He gives me some relief for the sentiments I am unable to express in the course of department meetings.

Weaknesses in claims about self-esteem have been evident for a long time. In California in the late 1980s, the state governor set up a special taskforce to examine politician John Vasconcellos’s claim that boosting young people’s self-esteem would prevent a range of societal problems (see chapter 1). One of its briefs was to review the relevant literature and assess whether there was support for this new approach. An author of the resulting report wrote in the introduction that ‘one of the disappointing aspects of every chapter in this volume … is how low the associations between self-esteem and its [presumed] consequences are in research to date.’1 Unfortunately, this early expression of concern was largely ignored. Carol Craig reviews more recent warnings about the self-esteem movement in an online article ‘A short history of self-esteem’, citing the research of five professors of psychology. Craig’s article and related documents are worth reading if you are interested in exploring this issue in depth.2 The following is my summary of her key conclusions about self-esteem:        •   There is no evidence that self-image enhancing techniques, aimed at boosting self-esteem directly, foster improvements in objectively measured ‘performance’.        •   Many people who consider themselves to have high self-esteem tend to grossly overestimate their own abilities, as assessed by objective tests of their performance, and may be insulted and threatened whenever anyone asserts otherwise.        •   Low self-esteem is not a risk factor for educational problems, or problems such as violence, bullying, delinquency, racism, drug-taking or alcohol abuse.        •   Obsession with self-esteem has contributed to an ‘epidemic of depression’ and is undermining the life skills and resilience of young people.        •   Attempts to boost self-esteem are encouraging narcissism and a sense of entitlement.        •   The pursuit of self-esteem has considerable costs and may undermine the wellbeing of both individuals and societies. Some of these findings were brought to wider public attention in an article entitled ‘The trouble with self-esteem’, written by psychologist Lauren Slater, which appeared in The New York Times in 2002.3 Related articles, far too many to mention individually in this book, have emerged, alongside many books in which authors express their concerns about various aspects of the myth of self-esteem.4 There is particular concern about what we are doing to our children.

The Seventh Central Pay Commission was appointed in February 2014 by the Government of India (Ministry of Finance) under the Chairmanship of Justice Ashok Kumar Mathur. The Commission has been given 18 months to make its recommendations. The terms of reference of the Commission are as follows:  1. To examine, review, evolve and recommend changes that are desirable and feasible regarding the principles that should govern the emoluments structure including pay, allowances and other facilities/benefits, in cash or kind, having regard to rationalisation and simplification therein as well as the specialised needs of various departments, agencies and services, in respect of the following categories of employees:-  (i) Central Government employees—industrial and non-industrial; (ii) Personnel belonging to the All India Services; (iii) Personnel of the Union Territories; (iv) Officers and employees of the Indian Audit and Accounts Department; (v) Members of the regulatory bodies (excluding the RBI) set up under the Acts of Parliament; and (vi) Officers and employees of the Supreme Court.   2. To examine, review, evolve and recommend changes that are desirable and feasible regarding the principles that should govern the emoluments structure, concessions and facilities/benefits, in cash or kind, as well as the retirement benefits of the personnel belonging to the Defence Forces, having regard to the historical and traditional parties, with due emphasis on the aspects unique to these personnel.   3. To work out the framework for an emoluments structure linked with the need to attract the most suitable talent to government service, promote efficiency, accountability and responsibility in the work culture, and foster excellence in the public governance system to respond to the complex challenges of modern administration and the rapid political, social, economic and technological changes, with due regard to expectations of stakeholders, and to recommend appropriate training and capacity building through a competency based framework.   4. To examine the existing schemes of payment of bonus, keeping in view, inter-alia, its bearing upon performance and productivity and make recommendations on the general principles, financial parameters and conditions for an appropriate incentive scheme to reward excellence in productivity, performance and integrity.   5. To review the variety of existing allowances presently available to employees in addition to pay and suggest their rationalisation and simplification with a view to ensuring that the pay structure is so designed as to take these into account.   6. To examine the principles which should govern the structure of pension and other retirement benefits, including revision of pension in the case of employees who have retired prior to the date of effect of these recommendations, keeping in view that retirement benefits of all Central Government employees appointed on and after 01.01.2004 are covered by the New Pension Scheme (NPS).   7. To make recommendations on the above, keeping in view:  (i) the economic conditions in the country and the need for fiscal prudence; (ii) the need to ensure that adequate resources are available for developmental expenditures and welfare measures; (iii) the likely impact of the recommendations on the finances of the state governments, which usually adopt the recommendations with some modifications; (iv) the prevailing emolument structure and retirement benefits available to employees of Central Public Sector Undertakings; and (v) the best global practices and their adaptability and relevance in Indian conditions.   8. To recommend the date of effect of its recommendations on all the above.

Working Group Strong, clearly focused leader Individual accountability The group’s purpose is the same as the broader organizational mission Individual work products Runs efficient meetings Measures its effectiveness indirectly by its influence on others (such as financial performance of the business) Discusses, decides, and delegates Team Shared leadership roles Individual and mutual accountability Specific team purpose that the team itself delivers Collective work products Encourages open-ended discussion and active problem-solving meetings Measures performance directly by assessing collective work products Discusses, decides, and does real work together

critical thinking Scenario 1 Mrs. Hernandez is an 85-yearold female admitted to surgery for insertion of a hip prosthesis to treat a hip fracture. The surgical technologist assigned to transport the patient to the preoperative holding area performed a routine review of the patient’s medical chart in the emergency department. The medical chart indicates that Mrs. Hernandez is being treated forchronic hypertension. 1. Knowing that she has a concurrent diagnosis of hypertension, which additional related items should be checked on her chart? 2. How might this situation affect the preparations going on in the surgery department? 3. What action or actions should the surgical technologist take prior to bringing the patient to preoperative holding? Scenario 2 Mr. Van Nguyen is a 47-yearold male admitted to surgery for repair of a retinal detachment under general anesthesia. 1. Which diuretic may be administered intraoperatively? 2. The circulator should check the preference card for a standing order for what preoperative preparation of the patient specific to this situation? 124

editorial process that will support creation, review and revision, publication, performance tracking, and ongoing maintenance. (You’re also going to need resources,

Based on my review of the scientific literature, I suggest that you aim for a daily carbohydrate intake target that is based on your training workload as indicated by Table 6.1. Be sure to use your optimal racing weight instead of your current weight to make these calculations, as you’re not trying to fuel your excess fat stores for optimal performance!

Over the course of seventy years, Isobel had learned how indiscriminately unkind Life could be. She also knew that cataloguing and reviewing examples of such cruelty was, in itself, a masochistic exercise. One that she'd habitually and rigorously trained herself to refrain from engaging in. Better to focus on those events that demonstrated the grace and beauty with which Life could perform, without rival, when bestowing on her captive audience a distinctively intermittent yet consistently welcomed generosity of spirit.

A team is a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable.

The idea was to anger the drama kids, not hurt any of them. I'm not a deer hunter. I decided to prey on their most basic, cherished fear. "This play sucks! No one likes it. Not even the junior high bloggers will review this lame excuse for a Moliere," I yelled, and chucked tomatillos at the stager, over, under, and past the ducking, traumatized performers in French aristocrat costumes.

When the authoritative Cochrane Collaboration, an international group that commissions experts to perform objective reviews of science, finally weighed in on the evidence in 2001, it concluded that avoiding fat couldn’t be shown to prevent heart disease in normal children.

each broadcaster will be consolidated and monitoring and review of broadcast programs will be performed more stringently to reduce

There's no reason to give a negative review. If a book is crap, stop reading it and then call a Catholic Priest, perform an exorcism, and then burn the book at stake.

Over the past year, as I have been working with the global tax-accounting firm KPMG to help their tax auditors and managers become happier, I began to realize that many of the employees were suffering from an unfortunate problem. Many of them had to spend 8 to 14 hours a day scanning tax forms for errors, and as they did, their brains were becoming wired to look for mistakes. This made them very good at their jobs, but they were getting so expert at seeing errors and potential pitfalls that this habit started to spill over into other areas of their lives. Like the Tetris players who suddenly saw those blocks everywhere, these accountants experienced each day as a tax audit, always scanning the world for the worst. As you can imagine, this was no picnic, and what’s more, it was undermining their relationships at work and at home. In performance reviews, they noticed only the faults of their team members, never the strengths. When they went home to their families, they noticed only the C’s on their kids’ report cards, never the A’s. When they ate at restaurants, they could only notice that the potatoes were underdone—never that the steak was cooked perfectly. One tax auditor confided that he had been very depressed over the past quarter. As we discussed why, he mentioned in passing that one day during a break at work he had made an Excel spreadsheet listing all the mistakes his wife had made over the past six weeks. Imagine the reaction of his wife (or soon to be ex wife) when he brought that list of faults home in an attempt to make things better. Tax auditors are far from the only ones who get stuck in this

Linux has a forking process to create new processes by cloning the parent process. Windows lacks fork, so the multiprocessing module imposes some Windows-specific restrictions that we urge you to review if you’re using that platform.

An effective way to determine the Ultimate Results messages is to answer the following questions: If you were to be hired today, what specific performance standards will you be measured on at your first annual review—a year from now? You get paid for producing results, so what results will you produce that will indicate to a company that you are the best candidate for the job? When you answer these questions, you’ll have your Ultimate Results messages.

ahead of ICAO audit By Tarun Shukla | 527 words New Delhi: India's civil aviation regulator has decided to restructure its safety board and hire airline safety professionals ahead of an audit by the UN's aviation watchdog ICAO (International Civil Aviation Organization). The Directorate General of Civil Aviation (DGCA) announced its intent, and advertised the positions on its website. ICAO told the Indian regulator recently that it would come down to India to conduct an audit, its third in just over a decade, Mint reported on 12 February. Previous ICAO audits had highlighted the paucity of safety inspectors in DGCA. After its 2006 and 2012 audits, ICAO had placed the country in its list of 13 worst-performing nations. US regulator Federal Aviation Authority followed ICAO's 2012 audit with its own and downgraded India, effectively barring new flights to the US by Indian airlines. FAA is expected to visit India in the summer to review its downgrade. The result of the ICAO and FAA audits will have a bearing on the ability of existing Indian airlines to operate more flights to the US and some international destinations and on new airlines' ability to start flights to these destinations. The regulator plans to hire three directors of safety on short-term contracts to be part of the accident investigation board, according to the information on DGCA's website. This is first time the DGCA is hiring external staff for this board, which is critical to ascertain the reasoning for any crashes, misses or other safety related events in the country. These officers, the DGCA said on its website, must have at least 12 years of experience in aviation, specifically on the technical aspects, and have a degree in aeronautical engineering. DGCA has been asked by international regulators to hire at least 75 flight inspectors. It has only 51. India's private airlines offer better pay and perks to inspectors compared with DGCA. The aviation ministry told DGCA in January to speed up the recruitment and do whatever was necessary to get more inspectors on board, a government official said, speaking on condition of anonymity. DGCA has also announced it will hire flight operations inspectors as consultants on a short-term basis for a period of one year with a fixed remuneration of `1.25 lakh per month. "There will be a review after six months and subsequent continuation will be decided on the basis of outcome of the review," DGCA said in its advertisement. The remuneration of `1.25 lakh is higher than the salary of many existing DGCA officers. In its 2006 audit, ICAO said it found that "a number of final reports of accident and serious incident investigations carried out by the DGCA were not sent to the (member) states concerned or to ICAO when it was applicable". DGCA had also "not established a voluntary incident reporting system to facilitate the collection of safety information that may not otherwise be captured by the state's mandatory incident reporting system". In response, DGCA "submitted a corrective action plan which was never implemented", said Mohan Ranganthan, an aviation safety analyst and former member of government appointed safety council, said of DGCA. He added that the regulator will be caught out this time. Restructuring DGCA is the key to better air safety, said former director general of civil aviation M.R. Sivaraman. Hotel industry growth is expected to strengthen to 9-11% in 2015-16: Icra By P.R. Sanjai | 304 words Mumbai: Rating agency Icra Ltd on Monday said Indian hotel industry revenue growth is expected to strengthen to 9-11% in 2015-16, driven by a modest increase in occupancy and small increase in rates. "Industry wide revenues are expected to grow by 5-8% in 2014-15. Over the next 12 months, Icra expects RevPAR (revenue per available room) to improve by 7-8% driven by up to 5% pickup in occupancies and 2-3% growth in average room rates (ARR)," Icra said. Further, margins are expected to remain largely flat for 2014-15 while

Fourth, I paid attention to every detail I could while working on my cases. I found that one of the most ironic facets of the law is that the correct answer to a problem often rests on small legal nuances and factual details. The presence or absence of a particular fact can frequently make or break the case. The senior attorney I worked for, Brad, was extremely adept at assimilating large amounts of information quickly, paying close attention to details, and using his mastery of them to weave brilliant defenses. His ability to identify the most critical of details while constructing solid defenses always impressed me, and I tried to emulate that particular skill. Fifth, I was conscientious about creating good first impressions. As I later learned, lawyers who work with new summer and permanent associates virtually always form quick conclusions about them, and give “hallway evaluations” to other lawyers in the firm. I often heard about or participated in these hallway evaluations, and know that even one negative impression can have a devastating impact. In general, young attorneys who get a reputation for sloppy work – earned or unearned – have a very steep climb up the law firm ladder. Sixth, I was vigilant about meeting deadlines, every time. This meant I had to carefully plan ahead, since partners, colleagues, clients, courts, and other parties often rely on assignments and legal services to be performed by a certain time. With the workload I had, and the interruptions I faced, of course this wasn’t always possible, and in those situations I found the best route wasn’t just to tough it out, but rather let the supervising attorney know as early as possible if I couldn’t meet a deadline. I learned this lesson the hard way. My first assignment as a summer associate was to research whether we could squeeze one of our clients into an exception to a well-settled legal doctrine. The senior attorney who gave me the assignment asked me to research the issue and then get back to him by Friday afternoon. I just didn’t feel comfortable with my research when Friday afternoon came around, and decided to buy some additional time by letting him contact me. He didn’t try to reach me Friday afternoon, so I took advantage of that and submitted the assignment on Monday. The incident later came back to haunt me, though, because in his evaluation of my work for my midsummer review, he mentioned that I didn’t report to him by the established deadline.

A recent report on 248 tech company employee performance reviews found that women are much more likely to receive critical feedback than men, and women who are leaders are more likely to be described as abrasive, aggressive and emotional. McSweeney's captured this double standard in a humor piece titled “Reasons You Were Not Promoted That Are Totally Unrelated to Gender.

One of Eric’s most basic rules is sort of a golden rule for management: Make sure you would work for yourself. If you are so bad as a manager that you as a worker would hate working for you, then you have some work to do. The best tool we have found for this is the self-review: At least once per year, write a review of your own performance, then read it and see if you would work for you. And then, share it with the people who do in fact work for you. This will elicit greater insights than the standard 360-degree review process, because when you are initiating criticism of yourself it gives others the freedom to be more honest.

A flexible community group remains open to a variety of ways to deal with issues. The residents have the inclination to do whatever is best, not simply whatever has been done in the past. This attribute ensures that progress on community building will not be deterred by such things as allegiance to outdated or ineffective rules for performance, conformance to outmoded standards for technology, or other dysfunctional norms and practices.

God gets the easiest performance reviews.

If a seminary or Christian college has a wise provost or dean or department chair, he or she will realize that they need some faculty who are master teachers but publish little, and some scholars who can both teach and publish, and some who would be better just being research professors. It takes a variety of faculty to make up a good school. But alas, even in schools that have such administrators, promotion and sabbaticals are often based on publications or planned publications, not just on reviews of one’s classroom performances. Thus, some scholars who find research and writing a huge cross to bear are forced to carry that cross all the way to Golgotha Publishing House in order to get promoted. It really ought not to be that way at a Christian school, where the main goal should be “training students or budding clergy in the way that they should go.

1. Are the metrics you use supporting consistent and predictable achievement of your sales plan? Are they predictors of future performance?   2. What data could you use to develop double graph overlays to present the vitality of the sales force?   3. How useful would double graph overlays be for management review sessions?

Peer Reviews Many accountants are asking whether preparation of financial statement engagements trigger a peer review requirement. Here are three questions and answers to help clarify whether your CPA firm is subject to peer review. Question 1 Are public accounting firms required to participate in a peer review program if they only issue financial statements using the preparation guidance in SSARS 21? Based on the AICPA’s rules, the answer is no. But check with your state board of accountancy. Some states require participation in a peer review program even if the AICPA does not. Question 2 If my firm participates in a peer review program, will the financial statement work performed under the preparation guidance be subject to potential review? Yes, the financial statements prepared using the preparation guidance will be included in the scope of the peer review. Question 3 Will compilations be included in peer reviews? Yes. When a peer review is performed, compilations will be included in the scope of the engagement. The issuance of a compilation report does trigger the requirement for a peer review. AICPA Guidance The February 2015 Peer Review Update, a monthly AICPA newsletter, included the following: “On November 18, 2014, the Peer Review Board (PRB) issued an exposure draft, which proposed that firms that only perform preparation engagements under AR-C Section 70 – Preparation of Financial Statements (issued as part of Statement on Standards for Accounting and Review Services (SSARS) No. 21, Statement on Standards for Accounting and Review Services: Clarification and Recodification) would not be required to enroll in the AICPA peer review program (Program). However, it also proposed that a firm’s preparation engagements would be included in the scope of a peer review when the firm either elects to enroll in the program (e.g., to comply with licensing or other requirements) or is already enrolled due to other engagements it performs. This proposal was issued in order to address the effect of these engagements on the scope of the Program. The PRB considered comments raised by the peer review community about the proposal and elected to adopt the proposed guidance changes. The changes are effective for peer reviews commencing on or after February 1, 2015.” Tracking Preparation of Financial Statement Engagements Since the preparation service will be included in the scope of peer reviews, consider that firms enrolled in a peer review program need to track the number of preparation services provided. Otherwise, the peer reviewer will not be able to determine the firm’s mix of work; the peer reviewer uses the total population of a firm’s work to select the sample of engagements to be reviewed. Create a method to track financial statement engagements performed under the preparation standard as early as possible. Peer reviews commencing on or after February 1, 2015, are to include preparation engagements. Given the nature of the preparation service—one that gets turned around quickly—it would be easy for a firm to lose track of how many financial statements were issued using this option. Peer Reviews - A Simple Summary •According to AICPA rules, firms that only perform preparation of financial statement services are not required to enroll in the AICPA peer review program (check with your state board of accountancy to see if their rules are different) •For accounting firms subject to peer review, preparation engagements will be included in the scope of peer reviews •Set up a method to track your preparation engagements; peer reviewers need to know how many preparation engagements your firm issues

Performance reviews, and their associated metrics, are another danger zone for innovations. Established companies don’t just want plans; they want managers to stick to those plans. They often reward people for doing what they committed to do and discourage them from making changes as circumstances warrant. At a large defense contractor, for instance, people got low marks for not delivering exactly what they had promised, even if they delivered something better—which led people to underpromise, eventually reducing employees’ aspirations and driving out innovation.

What is the potential for appreciation? Is the outlook bright for the future financial performance of the acquiring company? Do your homework—check out the stock and its upside potential. If you had received cash instead of stock, would you purchase a large quantity of the company’s stock? Review stock analysts’ reports. Ask the company which analysts follow the company and get copies of recent reports from their brokerage firms.

Optimizing Performance Toward A Successful Fitness Guide Website Begins Now Fitness guide websites should be maintained carefully, and should be updated frequently. Stay open to the possibility of changing your approach to updating your exercise tips and information website. It can be quite easy to maintain your website if you check out our guidelines below. You should always aim to make the best exercise tips and information website that's possible even though perfection doesn't exist. Improvements could always be made, so look at your online site objectively from every angle to see where you can implement positive changes. Keep in mind, having a website up and running demands your time and attention. A site is a digital piece of art, so nurture your online site and show it the care and attention it deserves. Many company owners are not professional exercise tips and information website designers; if you are such an owner, don't hesitate to work with an expert to build a website for you. Express your vision clearly and make sure they've a detailed plan of what you want from the site. If you present them with this plan, they're going to have no reason to not give you the results you want. Hit the web and check out the newest sites that the designer has created. Make sure to align digital marketing campaigns with sales at your physical location to increase sales. When companies have both physical locations and an online store, customers have a tendency to shop with them more often. Streamline your store's branding by displaying your logo on all business signage, publicity, promotional ads, and your online presence, including social media. Customers prefer to do business with places where they know there's a face behind the exercise tips and information website. For your exercise tips and information website to be successful, you need to continuously manage it well and make certain that it is aesthetically pleasing. Weird fonts and color schemes as well as too many visuals are things that website designers want you to avoid. Meticulous proofreading is essential; be sure to catch every spelling and grammar mistake. The reputation of the site can be ruined if there are errors in spelling or grammar. The content displayed on your exercise tips and information website should correlate closely with your selected keywords. If you draw traffic to your site with keywords that do not truly represent your company's mission, products and services, your regular visitors rarely return. Your reputation is at stake with these decisions, so make sure what you offer and your keywords are closely connected. In order to be certain that you are using the best keywords for your site, have a professional website designer review your site and offer feedback. If your exercise tips and information website makes registration mandatory, it ought to be simple and hassle free. Requiring registration in order to make a purchase has become a standard business practice. Continuously offer the choice of enlistment, despite the fact that a few people may decide to not to do as such. Offer special perks to users who register, like releasing additional details about their orders. Farkas Health and Fitness For more Information, Visit us at: Health And Fitness Address: 3227 Coventry Court Gulfport, MS 39501 Phone: 228-242-9548

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When a man helps a colleague, the recipient feels indebted to him and is highly likely to return the favor. But when a woman helps out, the feeling of indebtedness is weaker. She’s communal, right? She wants to help others. Professor Flynn calls this the “gender discount” problem, and it means that women are paying a professional penalty for their presumed desire to be communal.10 On the other hand, when a man helps a coworker, it’s considered an imposition and he is compensated with more favorable performance evaluations and rewards like salary increases and bonuses. Even more frustrating, when a woman declines to help a colleague, she often receives less favorable reviews and fewer rewards. But a man who declines to help? He pays no penalty.11 Because

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In a section titled “Performance Factors,” Clint had been asked to indicate areas in which I’d exhibited significant strengths, as well as any areas needing development. There were only two areas in which he felt I needed development—organization (probably because he’d ridden in my car) and working more closely with third parties—but he had indicated six major strengths. The first three were creativity, achievement of objectives, and quality of work. No surprises there. The next three strengths—adaptability, communication, and autonomy—seemed a bit ironic. I scrolled down and saw my overall score: Very Good. By definition, this score meant that I had “exceeded objectives in several areas and required only occasional supervision.” I didn’t appreciate the real irony of Clint’s assessment until I looked at my stakeholder map and considered how I might have scored had Kristen conducted a similar evaluation at home. What score would I have received for adaptability? The review form defined this as “being open to change with new circumstances.” Going with the flow. We had just begun to work on my openness to change at home, and I was still learning how to adjust to this new mind-set. Meanwhile, at work, I presented myself as nothing if not adaptable. “Sure, I’ll take a new position on the marketing team.” “Of course I can stay until midnight tonight. Whatever it takes.” “Certainly, Clint, I’ll travel to customers every week. Anything else?” At home, Kristen asked me to help fold laundry and my head almost exploded. I guessed that I would receive Needs Development for that one. How about autonomy and initiative? Clint seemed to think that I was bursting with it, but Kristen would have offered a different opinion. “Initiative? Please. How is me having to remind you to turn off the television and play with the kids initiative? I’ll put you down for a Needs Development,” I imagined her saying. Achievement of objectives would have gotten me a high mark with Kristen, until I scrolled down farther and read the definition, which included the phrase “gets things done efficiently and in a timely manner.” I thought of the Christmas decorations drooping from our eaves. I thought of the countless times Kristen and I had been late for an engagement and she’d found me standing in my boxers in front of the mirror making faces.

Everyone must decide for himself what is professional and appropriate here. A test might be to imagine yourself delivering a tough performance review to your friend. Do you cringe at the thought? If so, don’t make friends at work. If your stomach remains unaffected, you are likely to be someone whose personal relationships will strengthen work relationships.

Eric was listening to the managers, who were doing their old-school best to control the flow of information upward (the regurgitation and parsing technique works both ways, as any red-blooded middle manager worth his weight in plausible deniability knows full well). But Larry was listening to the engineers—not directly but via a smart little tool he had implemented called “snippets.” Snippets are like weekly status reports that cover a person’s most important activities for a week, but in a short, pithy format, so they can be written in just a few minutes or compiled (in a doc or draft email) as the week goes on. There is no set format, but a good set of snippets includes the most important activities and achievements of the week and quickly conveys what the person is working on right now, from cryptic (“SMB Framework,” “10% list”) to mundane (“completed quarterly performance reviews,” “started family vacation”). Like OKRs, they are shared with everyone. Snippets are posted on Moma, where anyone can see anyone else’s, and for years Larry received a weekly compendium of the snippets from engineering and product leads. That way he always could get at the truth.

important components of the management system. It is the process by which top management reviews the effectiveness of the system and analyzes the performance of the organization.