Edition#46: Attacking Our Skills, The Ultimate Goal, A Simple Approach

Tips To Perform Better

1. We must attack our skills with a plan. Anyone can progress in a chosen area, but it requires the right approach. If you find yourself in a rut of improvement, it’s not because you lack talent or effort; it’s because you aren’t practicing the right way. 

Remember: effort cannot be measured without something to measure it against. A deliberate approach ensures our effort lives up to what we practise.

2. As learners of skills and students of competence, we must not only acquire knowledge but also learn how to integrate the information we consume and the attitudes we possess in line with skilled performance.

There’s a difference between knowing and knowing how. We must first understand the basic concepts and ask why before putting them into practice. 


Some Words To Consider

1. The ultimate goal in anything we do, whether learning a skill, leading a team or building relationships—is to perform it well. The trajectory of our life and the value we get out of our chosen path depends our approach towards progression and application to performance. 

2. How we improve our life shouldn’t be considered as an overnight project but as an ongoing, systematic way to live. If the way we think aligns with our actions, how we get there becomes a much easier question to answer. 


Quotes To Listen To

Film critic Robert Ebert on Jiro Ono, the world’s best sushi craftsman and how he approaches his art:

“While watching it, I found myself drawn into the mystery of this man. Are there any unrealized wishes in his life? Secret diversions? Regrets? If you find an occupation you love and spend your entire life working at it, is that enough? Standing behind his counter, Jiro notices things. Some customers are left-handed, some right-handed. That helps determine where they are seated at his counter. As he serves a perfect piece of sushi, he observes it being eaten. He knows the history of that piece of seafood. He knows his staff has recently started massaging an octopus for 45 minutes and not half an hour, for example. Does he search a customer’s eyes for a signal that this change has been an improvement? Half an hour of massage was good enough to win three Michelin stars”

Speaker and author, Robert H. Schuller on the problems we have:

“Problems are not stop signs; they are guidelines”

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