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.

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.

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

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.

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.

Seventy-one out of ninety-four women were criticized in these otherwise positive reviews for their tone, while only two of the eighty-three men were taken to task for it. That’s 76 percent of successful females versus 2 percent of successful males being told, in positive performance reviews, “Watch your tone.

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.

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

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

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.

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.

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.

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.

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

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.

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.

...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.

Officials in the state’s Department of Public Safety executed an operation that, at a stroke, seized more than $1.6 billion in drugs from organized crime. The operation was notable for its stealthiness. It was carried out without a single shot being fired, or a single person being hurt. In fact, no officers even had to get up from their desks, let alone draw their weapons. The billion-dollar bust was made when officials decided that instead of calculating the value of the drugs they seized at the border using wholesale prices, they would instead calculate them using much higher retail prices. With a single tweak to a spreadsheet, the value of drugs intercepted in the state shot up from $161 million to $1.8 billion. Conveniently, the tenfold upward revision came just a week before the department was due to hand in a performance review.

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.

Three of the album’s reviews stood out. Gleason noted correctly that it wasn’t as good as the band live, as did the magazine Crawdaddy!, where Paul Williams said that “only ‘Viola Lee’ has any of the fantastic ‘this is happening now!’ quality of a good Dead performance.” In the Village Voice, Richard Goldstein was balanced and reasonable: “Straight, decent rhythm and blues . . . feels spontaneous; it sounds honest . . . leaderless cooperation you seldom find in rock and roll.

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.

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.

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.

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.

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.

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.

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.

And I’m not kidding when I say “craziness.” The University of St. Gallen, Switzerland, has come out with a study that compares traders with psychopaths. The study reviewed the results from an existing study comparing 24 psychopaths in German high-security hospitals with a control group of 27 “normal” people. The funny thing is, this control group of “normal” people turned out to be traders. Stock guys, currency and commodity traders, and derivative types happened to be the normal control group that was stacked up against the high-security, barbed-wire-enclosed psychopaths. In the end, the performance of the trading group was actually worse than that of the psychopaths. The study indicated that traders, “Have a penchant for immense destruction,” and that their mindset would lead them to the logical conclusion of “beating one of the neighbor’s expensive cars with a baseball bat with the sole objective of owning the most beautiful car in the neighborhood.” In other words, traders are nuts. Indeed if you look up the textbook definition of a psychopath, here are some of the tidbits you’ll uncover: antisocial behavior, poor judgment and failure to learn from experience, inability to see oneself as others do, inexplicable impulsiveness … sounds like a typical trader who is struggling against the market and can’t figure out why.

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.

giving performance reviews is a very complicated and difficult business and that we, managers, don’t do an especially good job at it. The fact is that giving such reviews is the single most important form of task-relevant feedback we as supervisors can provide. It is how we assess our subordinates’ level of performance and how we deliver that assessment to them individually. It is also how we allocate the rewards—promotions, dollars, stock options, or whatever we may use. As we saw earlier, the review will influence a subordinate’s performance—positively or negatively—for a long time, which makes the appraisal one of the manager’s highest-leverage activities.

The review is usually dedicated to two things: first, the skill level of the subordinate, to determine what skills are missing and to find ways to remedy that lack; and second, to intensify the subordinate’s motivation in order to get him on a higher performance curve for the same skill level (see the illustration on this page).

The long and short of it: if performance matters in your operation, performance reviews are absolutely necessary.

as you review a manager, should you be judging his performance or the performance of the group under his supervision? You should be doing both. Ultimately what you are after is the performance of the group, but the manager is there to add value in some way.

To Bring Acquisitions into the Fold . . . •​Put integration plans in place before the deal closes, covering management, metrics, and other relevant topics. •​Personally review and approve the plan. •​Tighten up the executional details. •​Put dedicated, full-time integration teams in place, and assemble these teams early. •​Make changes and communicate them immediately to shape the mind-set. •​Stay alert for processes in acquired companies that you like, and introduce them as innovations into your own company. •​Personally perform regular follow-up to ensure that the acquisition really is performing even better than predicted by the valuation model.

We made performance reviews more substantive and serious by changing them to include a measure on each of the Twelve Behaviors, and by requiring that each manager secure his or her boss’s approval of each appraisal (see chapter 5

Steve Jobs was known for the clarity of his insights about what customers wanted, but he was also known for his volatility with coworkers. Apple’s founder reportedly fired employees in the elevator and screamed at underperforming executives. Perhaps there is something endemic in the fast-paced technology business that causes this behavior, because such intensity is not exactly rare among its CEOs. Bill Gates used to throw epic tantrums. Steve Ballmer, his successor at Microsoft, had a propensity for throwing chairs. Andy Grove, the longtime CEO of Intel, was known to be so harsh and intimidating that a subordinate once fainted during a performance review.

D. V. Day and Lord (1988) reviewed a number of executive succession studies to assess the effects of new leaders on organizational effectiveness. They reported that the ascent of a new leader explained between 5.6% and 24.2% of the variance in organizational performance indices across multiple studies. N. Weiner and Mahoney (1981) examined such succession effects in 193 companies across a 19-year time span. They found that leadership accounted for 44% to 47% of the variance in organizational performance indices.

● Developing your first-ever leadership strategy and don't know where to start? ● Are you stuck with a particular phase of leadership strategy? ● Having a tough time achieving corporational milestones with your robust strategy? If you're facing these questions and confused regarding canvassing a robust leadership strategy, this article can help you solve these queries. Several factors affect the development of a leadership strategy, such as the influence of decision-making processes for leadership/management, the personnel brought on board for strategy development and the resources involved. There are specific "keys" to effective leadership that help in efficient development and deployment of strategies. Professionals who want to develop robust strategies and move up in their leadership career can opt for online strategy courses. These courses aim to build concepts from the grass-root level, such as what defines a strategy leadership and others. What is a Leadership Strategy? Leadership is required for leading organisational growth by optimising the resources and making the company's procedures more efficient. A leadership strategy explicitly enlists the number of leaders required, the tasks they need to perform, the number of employees, team members and other stakeholders required, and the deadlines for achieving each task. Young leaders who have recently joined the work-force can take help of programs offered by reputable institutes for deepening their knowledge about leadership and convocating successful strategies. Various XLRI leadership and management courses aim to equip new leaders with a guided step-by-step pedagogy to canvass robust leadership strategies. What it Takes to Build a Robust Leadership Strategy: Guided Step-By-Step Pedagogy The following steps go into developing an effective and thriving leadership strategy:- ● Step 1 = Identify Key Business Drivers The first step involves meeting with the senior leaders and executives and identifying the business's critical drivers. Determining business carriers is essential for influencing the outcome of strategies. ● Step 2 = Identifying the Different Leadership Phases Required This step revolves around determining the various leadership processes and phases. Choosing the right techniques from hiring and selection, succession planning, training patterns and others is key for putting together a robust strategy. ● Step 3 = Perform Analysis and Research Researching about the company's different leadership strategies and analysing them with the past and present plans is vital for implementing future strategies. ● Step 4 = Reviewing and Updating Leadership Strategic Plan Fourth step includes reviewing and updating the strategic plan in accordance with recent developments and requirements. Furthermore, performing an environmental scan to analyse the practices that can make strategies long-lasting and render a competitive advantage. All it Takes for Building a Robust Leadership Strategy The above-mentioned step by step approach helps in auguring a leadership strategy model that is sustainable and helps businesses maximise their profits. Therefore, upcoming leaders need to understand the core concepts of strategic leadership through online strategy courses. Moreover, receiving sound knowledge about developing strategies from XLRI leadership and management courses can help aspiring leaders in their careers.

We’ve been against performance reviews from the beginning. The first problem is that the feedback goes only one way—downward. The second difficulty is that with a performance review you get feedback from only one person—your boss.

The third issue is that companies usually base performance reviews on annual goals. But employees and their managers don’t set annual goals or KPIs (Key Performance Indicators) at Netflix.

The biannual or annual review is performance management, which is different from developmental feedback! Radical Candor is mostly about developmental feedback, which has to occur regularly—ideally every week—in impromptu two-minute chats. You risk undermining all of your hard work spent making your culture more Radically Candid if you conflate development and performance management.

Never doing performance reviews is a bad idea. However, doing them every quarter heavily taxes managers, and doesn’t give employees much time to show improvement from the last rating cycle. So, my recommendation: do it twice a year. One can be lightweight, oral, and just between the manager and employee; the other should be written and include a light 360-degree component.

Any more than four ratings gives a false sense of precision. Too many ratings make managers feel they should be able to achieve a level of granularity in their assessment of people’s performance that isn’t actually possible. Also, when managers have too many ratings at their disposal they tend to try to show an uptick every review to make the person “feel” like they are improving

next. My dad called this imprinting. In the 1980s he’d have NASA leaders, IBM executives, educators, and athletes write down specific memories of strong performances on note cards and put a plan in place to review and relive them. He understood that words trigger pictures, which impact emotions, which lead to performances. He’d teach me this process as flick back/flick up—flick back to a past moment, and then flick up and apply that past behavior to a future moment.

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How to use the law of attraction for successful life of Jack Canfield The Law of Attraction says that you will attract into your life whatever you focus on. Whatever you give your energy and attention to will come back to you. So, if you stay focused on the good and positive things in your life, you will automatically attract more good and positive things into your life. Let Jack Canfield guide us If you are going to be successful in creating the life of your dreams, you have first have to believe what you want is possible and you are capable of making it happen. —  Jack Canfield(Law of Attraction statements) How to do your dreams? 1. Whatever you focus on, think about, read about, and talk about intensely, you’re going to attract more of into your life. —  Jack Canfield(Law of Attraction statements) 2. If you are clear about your goals and take several steps in the right direction everyday, eventually you will succeed. So decide what it is you want, write it down, review it constantly, and each day do something that moves you toward those goals. —  Jack Canfield Read more on my site 3. Write your goals down in detail and read your list of goals every day. Some goals may entail a list of shorter goals. Losing a lot of weight, for example, should include mini-goals, such as 10-pound milestones. This will keep your subconscious mind focused on what you want step by step. —  Jack Canfield(Law of Attraction statements) 4. If we are not a little bit uncomfortable every day, we’re not growing. All the good stuff is outside our comfort zone. —  Jack Canfield(Law of Attraction statements) How to believe? 2. Whatever your dream is, look yourself in the mirror and declare that you are indeed going to achieve it – no matter what the price. —  Jack Canfield(Law of Attraction statements) How to think? Psychologists tell us we think 50,000 thoughts a day…between 1,000 and 5,000 thoughts in a single hour. Many of those thoughts are about ourselves and about our performance, about our lovability, our capability and our significance. So the key is to control those thoughts, making certain they’re always positive. —  Jack Canfield(Law of Attraction statements) How to choose? 1. I choose to believe things are possible, even when I don't know how they will happen. —  Jack Canfield(Law of Attraction statements) 1. All your dreams await just on the other side of your fears. —  Jack Canfield(Law of Attraction statements)

How to use the law of attraction for successful life of Jack Canfield The Law of Attraction says that you will attract into your life whatever you focus on. Whatever you give your energy and attention to will come back to you. So, if you stay focused on the good and positive things in your life, you will automatically attract more good and positive things into your life. Let Jack Canfield guide us If you are going to be successful in creating the life of your dreams, you have first have to believe what you want is possible and you are capable of making it happen. — Jack Canfield(Law of Attraction statements) How to do your dreams? 1. Whatever you focus on, think about, read about, and talk about intensely, you’re going to attract more of into your life. — Jack Canfield(Law of Attraction statements) 2. If you are clear about your goals and take several steps in the right direction everyday, eventually you will succeed. So decide what it is you want, write it down, review it constantly, and each day do something that moves you toward those goals. — Jack Canfield Write your goals down in detail and read your list of goals every day. Some goals may entail a list of shorter goals. Losing a lot of weight, for example, should include mini-goals, such as 10-pound milestones. This will keep your subconscious mind focused on what you want step by step. — Jack Canfield(Law of Attraction statements) 4. If we are not a little bit uncomfortable every day, we’re not growing. All the good stuff is outside our comfort zone. — Jack Canfield(Law of Attraction statements) How to believe? 2. Whatever your dream is, look yourself in the mirror and declare that you are indeed going to achieve it – no matter what the price. — Jack Canfield(Law of Attraction statements) How to think? Psychologists tell us we think 50,000 thoughts a day…between 1,000 and 5,000 thoughts in a single hour. Many of those thoughts are about ourselves and about our performance, about our lovability, our capability and our significance. So the key is to control those thoughts, making certain they’re always positive. — Jack Canfield(Law of Attraction statements) How to choose? 1. I choose to believe things are possible, even when I don't know how they will happen. — Jack Canfield(Law of Attraction statements) 1. All your dreams await just on the other side of your fears. — Jack Canfield(Law of Attraction statements)

Janet, a chemist and a team leader at a pharmaceutical company, received glowing comments from her peers and superiors during her 360-degree review but was surprised by the negative feedback she got from her direct reports. She immediately concluded that the problem was theirs: “I have high standards, and some of them can’t handle that,” she remembers thinking. “They aren’t used to someone holding their feet to the fire.” In this way, she changed the subject from her management style to her subordinates’ competence, preventing her from learning something important about the impact she had on others. Eventually the penny dropped, Janet says. “I came to see that whether it was their performance problem or my leadership problem, those were not mutually exclusive issues, and both were worth solving.” She was able to disentangle the issues and talk to her team about both. Wisely, she began the conversation with their feedback to her, asking, “What am I doing that’s making things tough? What would improve the situation?

An ex-officer from the 39th Georgia recalled the May 1863 Confederate defeat at Baker’s Creek, Mississippi, by reminding his comrades how they “stood shoulder to shoulder a single regiment, and received the charge of a whole division of Federals.” Although the regiment broke and ran at Baker’s Creek, surrendered at Vicksburg, and performed poorly in several engagements during the Atlanta Campaign, the former officer insisted that “the 39th never failed to come up to the full measure of her duty…not one page of her history we would hide from review.

we tend to prioritize (and therefore value) negative information over positive. This is why you can see a glowing performance review and forget it shortly afterward, though you’ll never forget the sting of a colleague’s criticism.

We’ve been against performance reviews from the beginning. The first problem is that the feedback goes only one way—downward. The second difficulty is that with a performance review you get feedback from only one person—your boss. This is in direct opposition to our “don’t seek to please your boss” vibe. I want people to receive feedback not just from their direct managers but from anyone who has feedback to provide. The third issue is that companies usually base performance reviews on annual goals. But employees and their managers don’t set annual goals or KPIs (Key Performance Indicators) at Netflix. Likewise, many companies use performance reviews to determine pay raises, but at Netflix we base salaries on the market, not performance.

Here are ten facts about IQ. These facts are debated and often controversial among the general public but far less so among scientists who study intelligence. The best review of the academic literature supporting these facts is a 2012 paper by Richard Nisbett and colleagues – an interdisciplinary team of leading scholars, household names within intelligence research, comprised of psychologists, an economist, a behavioral geneticist, and a former President of the American Psychological Association. Their areas of expertise include cultural and sex differences in intelligence, the effect of social and genetic factors that affect intelligence, the development of intelligence over the lifespan, the relationship between economic development and intelligence, and changes in intelligence over history 1. IQ is a good predictor of school and work performance, at least in WEIRD societies. 2. IQ differs in predictive power and is the least predictive of performance on tasks that demand low cognitive skill. 3. IQ may be separable into what can be called ‘crystallized intelligence’ and ‘fluid intelligence’. Crystalized intelligence refers to knowledge that is drawn on to solve problems. Fluid intelligence refers to an ability to solve novel problems and to learn. 4. Educational interventions can improve aspects of IQ, including fluid intelligence, which is affected by interventions such as memory training. Many of these results don’t seem to last long, although there is strong evidence that education as a whole causally raises IQ over a lifetime. 5. IQ test scores have been dramatically increasing over time. This is called the Flynn effect after James Flynn (also an author of the review mentioned above), who first noticed this pattern. The Flynn effect is largest for nations that have recently modernized. Large gains have been measured on the Raven’s test, a test that has been argued to be the most ‘culture-free’ and a good measure of fluid intelligence. That is, it’s not just driven by people learning more words or getting better at adding and subtracting. 6. IQ differences have neural correlates – i.e. you can measure these differences in the brain. 7. IQ is heritable, though the exact heritability differs by population, typically ranging from around 30% to 80%. 8. Heritability is lower for poorer people in the US, but not in Australia and Europe where it is roughly the same across levels of wealth. 9. Males and females differ in IQ performance in terms of variance and in the means of different subscales. 10. Populations and ethnicities differ on IQ performance. You can imagine why some people might question these statements. But setting aside political considerations, how do we scientifically make sense of this? Popular books from Richard Herrnstein and Charles Murray’s The Bell Curve (1994) to Robert Plomin’s Blueprint (2018) have attributed much of this to genes. People and perhaps groups differ in genes, making some brighter than others. But humans are a species with two lines of inheritance. They have not just genetic hardware but also cultural software. And it is primarily by culture rather than genes that we became the most dominant species on earth. For a species so dependent on accumulated knowledge, not only is the idea of a culture-free intelligence test meaningless, so too is the idea of culture free intelligence.

Traditional, corrective feedback has its place, of course; every organization must filter out failing employees and ensure that everyone performs at an expected level of competence. But too much emphasis on problem areas prevents companies from reaping the best from their people. After all, it’s a rare baseball player who is equally good at every position. Why should a natural third baseman labor to develop his skills as a right fielder?

You can design your hour of power (or 35 minutes or 45 minutes) to be what you need to perform at your best. With your hour of power, you can start your day strong, organized, and tracking toward your goals, starting by reconnecting to what matters most.  Here are some things you can schedule in your Hour of Power: • Goal Review: Review the goals that you’ve set for yourself and reconnect to what it feels like to have achieved that goal. Cover the delta between where you are now and where you need to be to achieve your goals.

One should waste as little effort as possible on improving areas of low competence. It takes far more energy and work to improve from incompetence to mediocrity than it takes to improve from first-rate performance to excellence. And yet most people—especially most teachers and most organizations—concentrate on making incompetent performers into mediocre ones. Energy, resources, and time should go instead to making a competent person into a star performer.

In traditional performance management models, working teams present to leadership in performative, high-stakes monthly or quarterly reviews. By keeping these reviews on such an infrequent cadence, both sides can lose sight of what the real purpose of the review is: to support and sustain the work, and to ensure that everyone is moving together toward the desired results. Such an approach is ill-suited to the ecosystem economy. When you have agile tribes, chapters, and squads working on dynamic, cross-sectoral value propositions, you need to push your performance management process toward a much more frequent operating cadence.

I was in charge of decisions and marketing, and Sean was in charge of research and operations. When we were trying to identify our target customer, he spent a ton of time putting together spreadsheets comparing all the different markets we should consider. When he showed them to me and asked me what I thought, I replied, “Yoga.” Huh? “We could easily do multiple products serving people who do yoga,” I told him. “It’s an emerging trend. And I know a ton of those people; I can ask them what they want. Let’s start a yoga business.” Sean’s initial response was, “That’s not a quantitative analysis, Ryan!” I’ve never been one to overthink things—most people spend way too much time in the research period. I make decisions fast and adjust later. With our target customer identified, we made a list of possible products and chose our gateway product—a yoga mat. With that, we began the process of product development. We looked up the top-selling yoga mats on Amazon and read through the reviews; we asked questions on Facebook groups, subreddits, and Instagram influencer accounts. It didn’t take long before we had an idea of the main pain points we needed to address with our first product. I remembered Don’s advice and began looking for people to make the product. With a quick scroll and a click, we could choose between a wholesaler in China, a private label supplier out of India, or a contract manufacturer in Vietnam. For about fifty bucks, we were able to order a set of yoga mat samples that had the exact features we were looking for. It was that easy. Samples in hand, we needed to refine our product idea to make sure we were really hitting the pain points we’d identified. At that time, I’d done yoga maybe two or three times in my life, and I wasn’t nearly the right demographic for our mats anyway. That forced me to ask questions. We were targeting yoga-loving millennials, so I went where they often congregate: Starbucks. There, I did the kind of tough field work that really makes an entrepreneur sweat: asking young women questions over coffee. “Which yoga mat do you prefer? Why?” “What makes the difference between a bad yoga mat and a good one?” “What’s wrong with your current yoga mat?” “What do you think of this one? And what about this one?” Next, I headed over to local yoga studios to see how our samples stacked up against the strenuous demands of a yoga class. A few classes later, Sean and I had everything we needed to narrow down our product development. Armed with all our data, we went back to the manufacturers. From a couple yoga-clueless guys, we’d become knowledgeable enough to know not just what a good yoga mat looked like, but how it had to feel and perform. We knew what we needed our yoga mat to do. Now we just had to find the manufacturer to supply it.

Aaron: I think it doesn’t make sense until there’s some sort of inflection from a growth standpoint. The idea is not to hand a COO random busywork from around the company. Instead, consider some key criteria: Are you scaling at a rate where your own time is now spent primarily on pure operational activities—like hiring and building up goal-setting structures and performance reviews and helping people with organizational issues and process? Is that pulling you away from things like your product strategy and product design or working with customers, for instance? You have to solve all those problems either way, and at some point in the inflection curve, it just makes more sense to get a partner to help you with the operational stuff.