Performance Task Quotes & Sayings

An employer has no business with a man's personality. Employment is a specific contract calling for a specific performance. Any attempt to go beyond that is usurpation. It is immoral as well as an illegal intrusion of privacy. It is abuse of power. An employee owes no "loyalty," he owes no "love" and no "attitudes"-he owes performance and nothing else. The task is not to change personality, but to enable a person to achieve and to perform. — Peter Drucker

You may be a well-educated, clever and virtuous person, but those qualities will not necessarily make you a successful businessman. You must give your best to each and every task you take on, and reflect on your performance with an honest and unprejudiced eye. — Konosuke Matsushita

TEN RULES FOR WINNING THE GAME OF CONFIDENCE The actions of confidence come first; the feelings of confidence come later. Genuine confidence is not the absence of fear; it is a transformed relationship with fear. Negative thoughts are normal. Don't fight them; defuse them. Self-acceptance trumps self-esteem. True success is living by your values. Hold your values lightly, but pursue them vigorously. Don't obsess about the outcome; get passionate about the process. Don't fight your fear: allow it, befriend it, and channel it. Failure hurts - but if we're willing to learn, it's a wonderful teacher. The key to peak performance is total engagement in the task. — Russ Harris

You know, a man's life is a lot like a boat. If he keeps his sail set right it doesn't make too much difference which way the wind blows or which way the current flows. If he knows where he wants to go and keeps his sail trimmed carefully he'll come into the right port. But if he forgets to watch his sail till the current catches him broadside he's pretty apt to smash up on the rocks. — Ralph Moody

The first gold star a child gets in school for the mere performance of a needful task is its first lesson in graft. — Philip Wylie

However, continuous background noise--even if it is no longer consciously heard--has a wide range of negative effects on people, from stress, tiredness, and increased irritability to reduced accuracy in task performance. — Mike Goldsmith

Ah, Neni!" Jende said, laughing. "American women do not use love potions."
"Thats what you think?" Neni said, laughing, yoo. "They use it, oh. They call it lingerie. — Imbolo Mbue

The whole tendency of modern life is towards scientific planning and organisation, central control, standardisation, and specialisation. If this tendency was left to work itself out to its extreme conclusion, one might expect to see the state transformed into an immense social machine, all the individual components of which are strictly limited to the performance of a definite and specialised function, where there could be no freedom because the machine could only work smoothly as long as every wheel and cog performed its task with unvarying regularity. Now the nearer modern society comes to the state of total organisation, the more difficult it is to find any place for spiritual freedom and personal responsibility. Education itself becomes an essential part of the machine, for the mind has to be as completely measured and controlled by the techniques of the scientific expert as the task which it is being trained to perform. — Christopher Henry Dawson

Thomas Jefferson asked himself "In what country on earth would you rather live " He first answered "Certainly in my own where are all my friends my relations and the earliest and sweetest affections and recollections of my life." But he continued "which would be your second choice " His answer "France. — Thomas Jefferson

Then there are the metabolic costs of switching itself that I wrote about earlier. Asking the brain to shift attention from one activity to another causes the prefrontal cortex and striatum to burn up oxygenated glucose, the same fuel they need to stay on task. And the kind of rapid, continual shifting we do with multitasking causes the brain to burn through fuel so quickly that we feel exhausted and disoriented after even a short time. We've literally depleted the nutrients in our brain. This leads to compromises in both cognitive and physical performance. Among other things, repeated task switching leads to anxiety, which raises levels of the stress hormone cortisol in the brain, which in turn can lead to aggressive and impulsive behaviors. By contrast, staying on task is controlled by the anterior cingulate and the striatum, and once we engage the central executive mode, staying in that state uses less energy than multitasking and actually reduces the brain's need for glucose. — Daniel J. Levitin

four accounts of how praise may impede performance: it signals low ability, makes people feel pressured, invites a low-risk strategy to avoid failure, and reduces interest in the task itself. — Alfie Kohn

One of the biggest things you have is your reputation and your reputation with knowing what's good and what's not good. — Paul Feig

We have time to accomplish the task. — Lailah Gifty Akita

Hackman's paradox: Groups have natural advantages: they have more resources than individuals; greater diversity of resources; more flexibility in deploying the resources; many opportunities for collective learning; and, the potential for synergy. Yet studies show that their actual performance often is subpar relative to "nominal" groups (i.e. individuals given the same task but their results are pooled.) The two most common reasons: groups are assigned work that is better done by individuals or are structured in ways that cap their full potential. — J. Richard Hackman

A Dr van 't Hoff of the veterinary college at Utrecht ... finds it a less arduous task to mount Pegasus (evidently borrowed from the veterinary school) and to proclaim in his La Chemie dans l' espace how, during his bold fight to the top of the chemical Parnassus, the atoms appeared to him to have grouped themselves together throughout universal space ... I should have taken no notice of this matter had not Wislicenus oddly enough written a preface to the pamphlet, and not by way of a joke but in all seriousness recommended it a worthwhile performance. — Hermann Kolbe

System 2 and the electrical circuits in your home both have limited capacity, but they respond differently to threatened overload. A breaker trips when the demand for current is excessive, causing all devices on that circuit to lose power at once. In contrast, the response to mental overload is selective and precise: System 2 protects the most important activity, so it receives the attention it needs; "spare capacity" is allocated second by second to other tasks. In our version of the gorilla experiment, we instructed the participants to assign priority to the digit task. We know that they followed that instruction, because the timing of the visual target had no effect on the main task. If the critical letter was presented at a time of high demand, the subjects simply did not see it. When the transformation task was less demanding, detection performance was better. — Daniel Kahneman

Our philosophy is we call it as we see it. Sometimes you agree, sometimes you don't. Robust debate is good. — Bill O'Reilly

I love when truth is stranger than fiction. It authenticates my wild imagination. — Joseph DiFrancesco

We're living in a time when people are struggling to appear perfect. — Shirley Manson

We sat down and told stories that happened to us in our childhood, to our children. They were all basically based on the truth. These stories were funny and poignant to us. They just took off. These are all stories from my life. — Howie Mandel

Management is about human beings. Its task is to make people capable of joint performance, to make their strengths effective and their weaknesses irrelevant. — Peter F. Drucker

Distractions, or changes in the demands of the task at hand. Key Words: Begin and Maintain Behavior. Flexibility: They can exercise the ability to be adaptable, think strategically, and solve problems by creating solutions as things change around them, shifting attention and plans as needed. Key Words: Adapt, Think, and Solve. Execution and Goal Attainment: They exhibit the ability to execute the plan within the limits of time and other constraints. Key Words: Execute within Time. Self-regulation: They use self-observation to monitor performance, self-judgment to evaluate performance, and self-regulation to change in order to reach the goal. Key Words: Monitor, Evaluate, Regulate.* — Henry Cloud

Art, if it is successful in the task of questioning reality, if it is good painting and not merely a performance of dexterity, will be an affirmation of God. — Patrick Swift

Lamm's system - dubbed the Baron Lamm Technique - worked well. From 1919 to 1930 it brought Lamm hundreds of thousands of dollars from banks around the country; after his death it was taught to John Dillinger, among others.* Lamm's system, still employed today succeeded not only because of its conceptual strength but also because Lamm was able to communicate his ideas and translate them into the seamless performance of an immensely difficult task. He was an innovator who taught with discipline and exactitude. He inspired through information. In short, Baron Lamm was a master coach. — Daniel Coyle

Just as one might do useful work without fully understanding the job one was engaged in, or even what the point of it was, so the behaviour of devotion still mattered to the all-forgiving God, and just as the habitual performance of a task gradually raised one's skills to something close to perfection, bringing a deeper understanding of the work, so the actions of faith would lead to the state of faith.
Finally, she was shown the filthy, stinking, windowless cell carved into the rock beneath the Refuge where she would be chained, starved and beaten if she did not at least try to accept God's love. She trembled as she looked at the shackles and the flails, and agreed she would do her best. — Iain M. Banks

Our "default setting" is to be autonomous and self-directed. Unfortunately, circumstances - including outdated notions of "management" - often conspire to change that default setting and turn us from Type I to Type X. To encourage Type I behavior, and the high performance it enables, the first requirement is autonomy. People need autonomy over task (what they do), time (when they do it), team (who they do it with), and technique (how they do it). Organizations that have found inventive, sometimes radical, ways to boost autonomy are outperforming their competitors. — Daniel H. Pink

In Steiger's case, of course, his high connectedness is a function of his versatility as an actor and, in all likelihood, some degree of good luck. But in the case of Connectors, their ability to span many different worlds is a function of something intrinsic to their personality, some combination of curiosity, self-confidence, sociability, and energy. — Malcolm Gladwell

Ever feel like you're always winding up and never throwing it out? You might blame it on perfectionism or procrastination or preparation. You may even call it prudent. But whatever it is...IT'S NOT WORKING. I call this phenomenon "petrified performance." Where you're busy, busy, busy (on the wrong activities or the right activities for too long), and never accomplishing the idea or task you set out to do. You're stuck. Like a tree that once was lively is now dead and immovable like a stone. What once was a fluid idea is now frozen in time. How do you overcome petrified performance? With practice, silly. Everything you do should be considered a "project" because projects have a beginning and an end with a timeline. No more dreaming. Wake up and put those dreams to work by putting the steps necessary to make them happen on the calendar. Are you willing to practice? That's my prescription. — Richie Norton

We do not learn from experience ... we learn from reflecting on experience. — John Dewey

It's not worth doing if you're not going to do it perfectly. — A.C. Efverman

Who really knew what evil lurked in the heart of men?
ME.
Who knew what sane men were capable of?
STILL ME, I'M AFRAID.
Vimes glanced at the door of the last room. No, he wasn't going in there again. No wonder it stank here.
YOU CAN'T HEAR ME, CAN YOU? OH. I THOUGHT YOU MIGHT, said Death, and waited. — Terry Pratchett

To be sure, the fundamental task of management remains the same: to make people capable of joint performance through common goals, common values, the right structure, and the training and development they need to perform and to respond to change. — Peter F. Drucker