91 Motivational Quotes from High Performance Habits by Brendon Burchard
High performance Habits by Brendon Burchard is a lengthy book.So its going to take you many hours to read it.
Here are the Quotes:
''Research shows
that compared with their peers, high performers have more clarity on who they
are, what they want, how to get it, and what they find meaningful and
fulfilling. We’ve found that if you can increase someone’s clarity, you up their
overall high performance score.''
― Brendon Burchard, High Performance Habits: How Extraordinary People Become That Way
''you don’t ‘have’
clarity; you generate it…Clarity is the child of careful thought and mindful
experimentation. It comes from asking yourself questions continually and
further refining your perspective on life.''
''successful people
know the answers to certain fundamental questions: Who am I? (What do I value?
What are my strengths and weaknesses?) What are my goals? What’s my plan? These
questions may seem basic, but you would be surprised how much knowing the
answers can affect your life.''
''Clarity
on who you are is associated with overall self-esteem. This means that how
positive you feel about yourself is tied to how well you know yourself.
On the
flip side, lack of clarity is strongly associated with neuroticism and negative emotions.That’s
why self-awareness is so key to initial success.''
''you need to have unambiguous and
challenging goals. Decades of research
show that having specific and difficult goals increases performance, whether
those goals are created by you or assigned to you. Clear 'stretch' goals energize
us and lead to greater enjoyment, productivity, profitability, and satisfaction
in our work. Choosing stretch goals in each area of your life makes a good
starting place for high performance.''
''You should also
give yourself deadlines for your goals, or you won’t follow through. Studies
show that having a specific plan attached to your goals—
knowing when and
where you will do something—can more than double the likelihood of
achieving a challenging goal.''
''Having
a clear plan is as important as
motivation and willpower. It also helps you see past distractions and inoculates
you against negative moods—the more clarity you have, the more likely
you are to get stuff done even on the days you feel lazy or tired. When you
see the steps right there in front of you, it’s hard to ignore them.''
''Trying to imagine
ourselves in the future with great clarity is hard work for anyone. That’s why
most people tend to do it only once per year—that’s right, on New Year’s Eve.
But high performers spend a lot of time thinking about their best self and the
ideal they’re trying to grow into.''
''Be more
intentional about who you want to become. Have vision beyond your current
circumstances. Imagine your best future self, and start acting like that person today.''
''A
field study of two hundred couples in the United States who were married forty
years or longer—and still reported being happy—found that the couple’s number
one value and strength was respect. The four worst behaviors that lead to
divorce—criticalness, defensiveness, contempt, and stonewalling—often feel so
offensive precisely because they smack of devaluing or disrespect.''
― Brendon Burchard, High Performance Habits: How Extraordinary People Become That Way
''What is apparent across all high performers is that they anticipate
positive social interactions and they strive consciously and consistently
to create them.
It’s a universal finding. When it comes to their interactions with others, they
don’t just go on autopilot. They’re intentional, and that improves their performance.''
''High performers are very clear about the skill sets they need to develop now to
win in the future. They don’t draw a blank when you ask them, ‘What three
skills are you currently working to develop so you’ll be more successful next
year?’ ''
''It turns out that
executives who score higher on the HPI tend to have more blocks of
time already scheduled for learning than do their peers with lower scores.
There’s an hour blocked out here for taking an online training,another there for
executive coaching, another for reading, and yet another for a mastery-oriented
hobby (piano, language learning, cooking class, and so on).
They’ve built a
curriculum for themselves and are actively engaged in learning.
What’s clearly
linking all these blocks of scheduled time is the desire to develop
specific skill
sets.''
“If you leave your
growth to randomness, you’ll always live in the land of mediocrity.’’
''Try this:
1. Think about
your PFI (primary field of interest) and write down three skills that
make people successful in that field.
2. Under each
skill, write down what you will do to develop it. Will you read,
practice, get a coach, go to a training? When? Set up a plan to develop
those skills, put it in your calendar, and stay consistent.
3. Now think about
your PFI and write down three skills that you will need in order
to succeed in that field five to ten years from now. In other
words, try to imagine the future. What new skill sets will you
likely need then? Keep those skills on your radar, and start
developing them sooner rather than later.''
''we found that high
performers give an extraordinary amount of thought to
questions of service: how to add value, inspire those around them, and make a difference.''
''For high level athletes
and high performers from all walks of life, flow is a feeling they choose.It is
summoned, not a lucky emotion that conveniently happens to show up just in time
for kickoff.''
― Brendon Burchard, High Performance Habits: How Extraordinary People Become That Way
''Unhappiness is not
knowing what we want and killing ourselves to get
it.” —Don Herold''
''High performers
can do almost anything they set their heart and mind to. But not every mountain is worth the climb. What
differentiates high performers from others is their
critical eye in figuring out what is going to be meaningful to their life experience.
They spend more of their time doing things that they find meaningful, and this
makes them happy.''
― Brendon Burchard, High Performance Habits: How Extraordinary People Become That Way
''The important
thing is this: You need to bring more conscious and consistent thought to what
you will find meaningful in life. You start by exploring your own definitions of
meaning and how to enhance it in your life. When you learn the difference between
busywork and your life’s work, that’s the first step on the path of purpose.''
“The world belongs
to the energetic.''—Ralph Waldo Emerson’’
''If you decide to
set one intention that will raise your energy and change your life more than
any other, make it to bring more joy into your daily life. Joy won’t
just make you a high performer, it will cue almost every other positive human
emotion we desire in life. I don’t know of any more important emotion than
love, though I also believe that love without joy can feel hollow.''
''Positive
emotion, in general, is one of the greatest predictors of the good life —high
energy and high performance. People with more positive emotion have more
satisfying marriages, make more money, and have better health. When positive
emotion is present, students do better on tests,managers make better decisions
and are more effective with their teams,physicians make better diagnoses, and
people are kinder and more helpful to others. Neuroscientists have even
found that positive emotions prompt new cell growth (plasticity), whereas
negative emotions cause decay.''
''Gratitude
is the granddaddy of all positive emotion. It’s also been the focus of much of
the positive psychology movement—because it works. There’s perhaps no
better way to increase ongoing happiness than to start a gratitude practice.''
''Gratitude
is the golden frame through which we see the meaning of life.''
''High performers
cultivate joy by how they think, what they focus on, and how they engage in and
reflect on their days. It’s a choice. They bend their will and behaviors to
generate joy. This enlivens them but also serves others. And so it is now time to awaken
and reemerge into the world with a youthful spirit.''
''We
have an extraordinary degree of personal control over our general and long-term
health. Our daily habits and environment can activate genetic predispositions
or not. And no
matter the area of study,physical inactivity proves again and again to be one
of the leading culprits of all negative health outcomes.''
''You can get
immediate and extraordinary gains in mental and emotional energy just by taking
better care of your physical body.And you need to. What you see in the world is
dependent upon your state of mind and physical energy. Thus, things appear
their worst when you are feeling your worst. And the best when you’re at the
best.''
''So if the demands of your job or life require you to learn fast, deal
with stress, be alert, pay attention, remember important things, and keep a positive
mood, then you must take exercise more seriously.''
''you should be
aware of when you’re eating not for nourishment but just to satiate yourself
when you’re in a bad mood. Beware of using meals as a way to push down negative
emotions. If you feel bad, move. Go for a walk and change your emotional
state before eating. It’s not always easy, I know. But it’s worth the effort,
because if you can change how you feel before you eat, then you’ll likely choose
healthier meals. And that is key. It turns out that what you eat can be just as
predictive of good health and productivity as exercise.''
''Energy[physical,mental
and emotional vibracy] is critical to high performance. You can have all the
other habits up and running in your life, but without mastering this one, you
won’t feel good. No one wants to feel mentally foggy, drowned in
negative emotions, or physically exhausted. Happily, though, these states are
usually the results of bad decisions, not bad genetics. You can optimize your
overall energy quotient in life if you choose to. And perhaps that is our
ultimate duty since our vibrancy ultimately dictates how we work, love, move,
worship, relate, and lead.''
''These are the
factors in performance necessity (which I call the Four Forces of
Necessity):
identity, obsession, duty, and urgency. The first two are mostly internal. The
second two are mostly external. Each is a driving force of motivation, but
together they make you predictably perform at higher levels.''
''I suppose that’s
the ultimate tradeoff high performers make. They sense they must do
something with excellence, and if they fail and have to endure negative emotions,
so be it. They too highly value the performance edge that comes from
necessity to let themselves off the hook. The payoff is worth the potential
discomfort.''
''Decades of
research involving over forty thousand participants has shown that people who
set difficult and specific goals outperform people who set vague and
non-challenging goals.''
''See yourself as a
person who loves challenge and go for the big dreams. You are stronger than
you think, and the future holds good things for you. Sure, you might fail. Sure,
it might be uncomfortable. But what’s the alternative? Holding back? Landing at
the tail end of life and feeling that you didn’t give it your all? Trudging through
life safely inside your little bubble bored or complacent? Don’t let that be
your fate.''
''High performers
have to succeed over the long term because they have the guts to expect
something great from themselves. They repeatedly tell themselves they must do
something and do it well because that action or achievement would be congruent
with their ideal identity.''
''High performers’
dreams of living extraordinary lives aren’t mere wishes and hopes. They make
their dream a necessity. Their future identity is tied to it, and they expect
themselves to make it happen. And so they do.''
''High performers
are deeply curious people. In fact, their curiosity for understanding and
mastering their primary field of interest is one of the hallmarks of their
success. It’s truly a universal observation across all high performers. They
feel a high internal drive to focus on their field of interest over the long
term and build deep competence.''
''we have been
conditioned to believe… that bold action or swift progress is somehow dangerous
or reckless. But a certain degree of insanity and recklessness is necessary….
the bold know that to win, one must first begin. They also deeply
understand that a degree of risk is inevitable and necessary should
there be any real reward. Yes, any plunge into the unknown is reckless—but
that’s where the treasure lies.''
''When you are passionate about what you do, people understand. When you are obsessed, they think you’re mad. That’s the difference. It is this almost
reckless obsession for mastering something that makes us feel the imperative to
perform at higher levels.''
''When high personal
standards meet high obsessions, then high necessity emerges. So, too,
does high performance.''
''It’s
hard for underperformers to see that obligations are not always a negative
thing,
which is why we found that underperformers complain more about their
responsibilities
at work than their high performing peers. Some obligations can
naturally
feel like something to complain about. A sense of obligation to family,
for instance,
might lead you to live near your parents or to send them money.
This
kind of familial duty might feel like a ball and chain to many, but meeting
such
duties also happens to correlate with positive well-being.''
''Because high
performers understand the need to meet their obligations, they rarely complain
about the tasks and duties they must perform to succeed. They recognize that
fulfilling their role and serving the needs of others is part of the process. It’s a
positive thing tomorrow even if it’s a pain now. It’s these findings that have inspired
me to view my obligations in life differently. I’ve learned to adjust my attitude
to things I have to do, to complain less and realize that most of what I ‘have’
to do is in truth a blessing.''
''When you feel the
drive to serve others, you sustain solid performance longer.This is one
reason, for example, why members of the military are often so extraordinary.
They have a sense of duty to something beyond themselves—their country and their
comrades in arms.It’s also why most high performers mention ‘purpose’ as
motivating their best performance. Their sense of duty or obligation to a
higher vision, mission, or calling propels them through the hardships of
achievement.''
''Real deadlines are
an underappreciated tool in performance management.We’d rather talk about goals
and timelines, setting ‘nice to have’ dates to achieve those goals. But high
performance happens only when there are real deadlines. What is a ‘real’
deadline? It’s a date that matters because, if it isn’t met, real negative
consequences happen, and if it is real, benefits come to fruition.''
''The
reality is that when you choose to care for others and make a big difference
in the world, the number of deadlines coming at you will increase.''
''A
recent study found that by having a deadline, not only did people focus more to
complete the activity but they found it easier to ‘let that activity go’ and
devote greater attention to the next activity. That
is, deadlines help us get closure between activities,
so we can give our full focus to what we need to be working on now.''
''Identity.
Obsession. Duty. Deadlines. As you can imagine, any one of these forces can make us
bring up our game. But when internal and external demands mix, you get more
necessity, and an even stronger wind at your back.''
''We change and
improve over time only when we must. When the internal and external
forces on us are strong enough, we make it happen. We climb.''
''High performers
don’t keep their goals, or the why behind those goals, secret or silent. They confidently
affirm their goals to themselves and others. If there is one necessity
practice that seems to divide high performers and under-performers the most, it’s
this one. Under-performers are often unclear about their why, and they don’t use
affirmations or speak about the whys they do have.''
''So the next time
you want to increase your performance necessity, declare—to yourself and to
others—what you want and why you want it.''
― Brendon Burchard, High Performance Habits: How Extraordinary People Become That Way
''On the
negative front, researchers have found that bad behaviors and outcomes such as
smoking, obesity, loneliness, depression, divorce, and drug use tend to grow in
social clusters. If your friends smoke, you probably will, too. The more of your
friends who are overweight or divorced, the higher the odds you’ll get there,
too.''
''High performers…are
more strategic and consistent in seeking to work with others at
or above their level of competence, experience, or overall success.They seek
networking activities or group affiliations with more successful people. At
work, they communicate more with people who are more experienced and often ‘above’
them on the organizational chart. In their personal lives, they volunteer more,
spend less time in negative or conflict-ridden relationships, and ask for help from
their more successful peers more than others do.''
''Everyone has bad
days. Everyone struggles in life. And not everyone needs to
cheer you on every
step of the way. We need to accept that and not bail on everyone who isn’t
in a cheery mood all the time.Your family, friends, and coworkers are going to
have a lot of bad days, and a lot of their attitude toward you has nothing to
do with you…. This idea of just swiping people out of our lives isn’t
mature or reasonable. Sometimes love equals compassion and patience.''
''You can give your
time to the drama and conflict of telling people they aren’t what you want or
need in life, or you can use that same time to build a new circle. Tear down
relationships or build new ones? I’d focus on building.''
''You want to get
around more successful people? Then earn your way into that
party by becoming
exceptional at what you do. Work hard. Practice the high performance
habits. Never give up, add a tremendous amount of value, and stay on the path to
mastery. When you become supremely skilled and successful at what you do, doors
will open and you’ll meet more and more extraordinary people.''
''We all know
someone who wasn’t the smartest kid in the class, who seemed under-prepared for
life, who seemed to have more weaknesses than strengths, and who somehow went
on to surprise everyone with their success. Asked how they rose above others
who were more privileged or qualified than they, such people often say, 'I was
hungry. I had to succeed. There was no other choice.' They had necessity. ''
''The fundamentals
of becoming more productive are setting goals and maintaining energy and focus.
No goals, no focus, no energy—and you’re dead in the water.''
''I’ve found that
it is useful to organize life into ten distinct categories: health,
family, friends,
intimate relationship (partner or marriage), mission/work,finances,
adventure, hobby, spirituality, and emotion. When I’m working with clients, I often
make them rate their happiness on a scale of 1 through 10 and also write their
goals in each of these ten arenas every Sunday night. Most of them have never
done that before. But doesn’t it stand to reason that only from measuring
something in the first place can we determine whether it’s in ‘balance’? ''
''You’ll always feel
out of balance if you’re doing work that you don’t find engaging and
meaningful.''
''Your
brain also needs more downtime than you probably think—to process information,
recover, and deal with life so that you can be more productive.That’s why, for
optimal productivity, you should not only take longer breaks—claim your
vacation time!—but also give yourself intermittent breaks throughout the day.''
''If you want to
feel more energized, creative, and effective at work—and still leave work with
enough oomph for the ‘life’ part—the ideal breakpoint is to stop your work
and give your mind and body a break every forty-five to sixty minutes.''
''Putting in longer
hours is almost always the wrong answer if you want to reach balance,
happiness, or sustained high performance. It’s counterintuitive,but it is true:
By slowing down or taking a break once in a while, you work faster,leaving
more time for other areas of life.''
― Brendon Burchard, High Performance Habits: How Extraordinary People Become That Way
''Figuring out what you are supposed to produce, and learning the
priorities in the creation, quality, and frequency of that output, is one of the
greatest breakthroughs you can have in your career.''
''We could all find reasons why it’s hard to be more productive. But rather than spending any more mental power there, let’s just get to work. Let’s remember what’s most important, let’s focus, let’s produce real things that we’re proud of.Let’s be prolific and change the world.''
''Know the big five
moves that will take you to your goal, break those moves down into tasks and
deadlines, then put them in a calendar. If that’s all you did, and you made sure
these moves aligned with your Prolific quality output, you’d be ahead of the
game.''
''I discovered that
to get the result of number one bestseller, all that really mattered were these
five basic moves:
1. Finish writing
a good book. Until that’s done, nothing else matters.
2. If you want a
major publishing deal, get an agent. Or just self-publish.
3. Start blogging
and posting to social media, and use these to get an e-mail list of
subscribers. E-mail is everything.
4. Create a book
promotion web page and offer some awesome bonuses to get people to buy the
book. Bonuses are crucial.
5. Get five to ten
people who have big e-mail lists to promote your book. You’ll owe them a
reciprocal e-mail—meaning you agree to promote for them later, too—and a
portion of any sales they might make for you on other products you may be
offering during your book promotion.''
''It’s a simple
process that my clients have used over and over again to achieve
equally impressive
results:
Decide what you
want.
Determine the Five
Major Moves that will help you leap toward that goal.
Do deep work on
each of the major five moves—at least 60 percent of your workweek going to
these efforts—until they are complete.
Designate all else
as distraction, tasks to delegate, or things to do in blocks of time you’ve
allocated in the remaining 40 percent of your time.''
''One thing is
certain: Not having the requisite skills to reach success in your field
is a serious deficit. Without greater skill acquisition, there’s no progress in
your career, so it’s essential that you identify the major skills you need to develop
so you can win today and in the future.''
''Life is short.
We’re only allotted so much time to make our mark. I say that’s all the more reason to
get focused. Stop producing outputs that don’t make your soul sing. Avoid
trying to be effective or efficient doing things that you’re not proud of and
make no impact. Determine what outputs really matter to you at this stage in
your life, chart your five moves to accomplish your big dreams, and go make it
happen while getting insanely good at what you do. From there, the world is
yours.''
''I often tell
people one of the primary skills they must master in life is influence.''
''Asking
isn’t just about making requests to get what you want. If you seek greater
influence with other people, learn to ask them a tremendous number of questions
that elicit what they think, feel, want, need, and aspire to. Great leaders
ask a lot of questions. Remember, people support what they create. When
people get to contribute ideas, they have mental skin in the game. They want to
back the ideas they helped shape. They feel that they’re part of the process,
not a cog or some faceless
minion. It’s universally agreed that leaders who ask questions and get
those around them to brainstorm the path ahead are more effective than ‘dictator’
leaders who just push their demands and requests on others.This same principle
works in your intimate relationship, your parenting style,your community
involvement. Ask people what they want, how they’d like to work together, and
what outcomes they care about. Suddenly, you’ll start seeing more engagement,
and you’ll have more influence.If you want more influence, remember: Ask and
ask often.''
''Appreciating
people is one step. The next is to become their champion. Find out what your
people are passionate about, and cheer on their good ideas. Be excited for
people when they do a good job, and publicly praise them. The ultimate measure
of whether you really support someone is to trust them, give them the autonomy
to make important decisions, and praise them in public when they do well.
That’s how people know they are truly cheered on.''
''To gain influence
with others, (1) teach them how to think about themselves,others, and the
world; (2) challenge them to develop their character, connections, and contributions;
and (3) role model the values you wish to see them embody.''
''Consider the
following statements:
I respond quickly
to life’s challenges and emergencies rather than avoiding them or delaying.
I love trying to
master new challenges.
I’m confident I
can achieve my goals despite obstacles or resistance.
People who
strongly agree with these statements are almost always high performers. This
means that facing challenge is a huge part of what high performers do well and
want to do well. Don’t deny them that by being hesitant
to issue the
challenge.''
''Influencers
challenge others in three realms. First, they challenge their character.
This means they give people feedback, direction, and high expectations for
living up to universal values such as honesty, integrity, responsibility,
self-control, patience, hard work, and persistence….
The second area
where you can challenge others concerns their connections with others—their
relationships. You set expectations, ask questions, give examples,or directly ask
them to improve how they treat and add value to other people….
The third area
where you can challenge others is in their contributions. You push
them to add more
value or to be more generous. This is perhaps one of the more difficult
challenges that high performers issue. It’s hard to tell someone, ‘Hey, your
contributions here at work aren’t enough. You can do better.’ But high
performers don’t shrink from saying this kind of thing.''
''Though I initially
thought that high performers were doing this on a large scale, telling their
entire team to create a bigger future, I was wrong. Instead, high performers
challenge individuals specifically. They go desk to desk and challenge each
person on their team. They adjust the level of challenge they issue to each
person they are leading. There’s no one-size-fits-all approach to pushing
people to contribute. That’s how you know you’re working with a high performing
leader: They’ll meet you where you are, speak your language, ask you to help
move the entire team toward a better future, in your own unique way.''
''To be clear, high
performers do want to be perceived as good people and good role models. But
that just makes them human. What makes them high performers is the
laser-focused intention on how they can act in a way that gets someone to improve who they
are, or achieve a specific result.''
''Is it possible to
get ahead in life by manipulating others? You betcha—for the short term. But
ultimately, manipulators burn all bridges and find themselves disconnected,
unsupported, alone. They find no long-term success with relationships or
their own well-being. If they achieve any success, it’s built on deceit and discord
and poisonous energy. Of course, you may find an extreme example of some
deceitful person who is an external success. But that is merely one of the rare
outliers. A handful of manipulators are not the mean. What I’m trying to impress
on you is this: Of those who have achieved long-term success,far more are role
models than manipulators.''
“There are two
ways of meeting difficulties:You alter the difficulties or you alter
yourself to meet
them.''—Phyllis Bottome’’
''I think of courage
as taking determined action to serve an authentic, noble, or
life-enhancing
goal, in the face of risk, fear, adversity, or opposition.''
''When we learn to
see struggle as a necessary, important, and positive part of
our journey, then
we can find true peace and personal power.''
''If you are
unwilling to anticipate or endure the inevitable struggles, mistakes,messes, and
difficulties of life, then it’s a rough road. Without courage, you’ll feel less
confident, happy, and successful. The data confirms it.''
― Brendon Burchard, High Performance Habits: How Extraordinary People Become That Way
''It’s easy to hate the
struggle, but we mustn’t, because over time hate only magnifies its object into
a phantom far greater and more ominous than the actual thing. We must accept
that struggle will either destroy us or develop us, and the hardest of human
truths is that, ultimately, it’s our choice. No matter how difficult it gets, the
next step is still your choice. For that, let’s be thankful.''
''The struggle I’m now facing is necessary, and it’s summoning me to show up, be strong, and use it to forge a better future for myself and my
loved ones.''
''We will do more for others than for ourselves. And in doing something for others, we find our reason for courage, and our cause for focus and excellence.''
''The traps are superiority,
dissatisfaction, and neglect.If you’re going to maintain high
performance, you need to maintain your high performance habits and avoid these
three traps.''
''When you are
succeeding beyond others, it’s easy to get a big head. You can begin to think
you’re special, separate from, better than, or more important than other
people. .. This is a way of thinking that you must avoid at all costs.''
''Here’s how to know
when superiority has infiltrated your mind:
1. You think you
are better than another person or group.
2. You’re so
amazingly good at what you do that you don’t feel you need feedback, guidance,
diverse viewpoints, or support.
3. You feel that
you automatically deserve people’s admiration or compliance because of who you
are, what position you hold, or what you’ve accomplished.
4. You feel that
people don’t understand you, so all those fights and failures are surely not
your fault—it’s that ‘they’ just can’t appreciate your situation or the
demands, obligations, or opportunities you have to sort through daily.''
― Brendon Burchard, High Performance Habits: How Extraordinary People Become That Way
''To avoid thinking
you automatically deserve people’s admiration or compliance just because of who
you are, where you came from, or what you’ve accomplished, remind yourself that
trust is earned through caring for others, not bragging about yourself.''
''Keep a practice
for reminding yourself of your blessings. Gratitude and humility have been shown
to be ‘mutually reinforcing,’meaning the more grateful you are, the more humble
you feel. And the more humble you feel, the more grateful you are.''
''Don’t just hope to
arrive somewhere someday and finally feel satisfied. Strive
satisfied.''
''Often, then, it’s
not what you do that unseats you from high performance, but what you don’t do.
In single-minded pursuit of achievement and mastery in one area of life, you
take your eyes off the other areas. Soon, those areas fight back for more
attention. This is the story of those who work so hard in their career that they keep
forgetting their spouse’s needs. Soon, the marriage is in turmoil, the high performer
feels awful, and performance declines. Switch this example out with neglect
of one’s health, children, friendships, spirituality, or finances, and you still have
the same story: Obsession in one area of life hurts another area, setting off
a negative cascade of events and feelings that eventually unseats the high
performer.''
''Focus on just a
few things and the people and priorities you really care about, and you won’t
fall prey to overreaching. Broaden your ambitions too widely, and your appetite
soon outstrips your abilities.''
''[After you become
successful] The hustle and grind that enabled your hard-earned success feels
rewarding and still necessary. But the hustle-and-grind mentality will burn you out,
and if you continue taking on too much, you risk losing it all. Yes, you can do
amazing things. Yes, you want to take on the world. Yes, you are a badass. But
don’t overcommit yourself just because you’re good at what you do. It’s a short
hop from badass to burnout.So slow down. Be patient. You have plenty of
skill and plenty of time to keep building, adding value, innovating. You can
scale up in your primary field of interest deliberately and patiently. Play the
long game, and life feels less like a slog and more like play.''
''Get curious about
your performance again, and seek to improve it through practicing the HP6:
1. Seek clarity
on who you want to be, how you want to interact with others, and what will
bring meaning into your life.
2. Generate
energy so you can sustain focus, effort, and well-being. To stay on your A
game, you’ll need to care actively for your mental stamina, physical energy,
and positive emotions.
3. Raise the
necessity of your level of performance. This means actively tapping into
the reasons you must perform well, based on a mix of your internal standards
(e.g., your identity, beliefs,values, or expectations for excellence) and
external demands(e.g., social obligations, competition, public commitments).
4. Increase
productivity in your primary field of interest.Specifically, you’ll need to
focus on ‘prolific quality output’(PQO) in the area in which you want to be
known and to drive impact. You’ll also have to minimize distractions (or opportunities)
that steal your attention from creating PQO.
5. Develop
influence with those around you so you can get them to believe in and
support your efforts and ambitions. Without a positive support network, major
achievements over the long haul are all but impossible.
6. Demonstrate
courage by expressing your ideas, taking bold action, and standing up for
yourself and others even in the face of fear, uncertainty, or changing
conditions.''
― Brendon Burchard, High Performance Habits: How Extraordinary People Become That Way
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