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among cadets who ultimately make it through Beast, the Whole Candidate Score is a marvelous predictor of every metric West Point tracks.
no other commonly measured personality trait—including extroversion, emotional stability, and conscientiousness—was as effective as grit in predicting job retention.
Chia found that naturals were rated higher for likelihood of success and being hirable, and that their business proposals were judged superior in quality.
demanding Enron employees prove that they were smarter than everyone else inadvertently contributed to a narcissistic culture, with an overrepresentation of employees who were both incredibly smug and driven by deep insecurity to keep showing off. It was a culture that encouraged short-term performance but discouraged long-term learning and growth.
there is every reason to believe that grit can change.
Grit has two components: passion and perseverance.
Rather than intensity, what comes up again and again in their remarks is the idea of consistency over time.
passion is consistency not intensity
The top-level goal is not a means to any other end. It is, instead, an end in itself.
one top-level professional goal, rather than any other number, is ideal.
Lectures don’t have half the effect of consequences.
Every gritty person I’ve studied can point to aspects of their work they enjoy less than others, and most have to put up with at least one or two chores they don’t enjoy at all. Nevertheless, they’re captivated by the endeavor as a whole.
passion for your work is a little bit of discovery, followed by a lot of development, and then a lifetime of deepening.
nobody works doggedly on something they don’t find intrinsically interesting.
interest—the desire to learn new things, to explore the world, to seek novelty, to be on the lookout for change and variety—it’s a basic drive.”
What do I like to think about? Where does my mind wander? What do I really care about? What matters most to me? How do I enjoy spending my time? And, in contrast, what do I find absolutely unbearable?
if you’ve been doing something you like for a few years and still wouldn’t quite call it a passion, see if you can deepen your interests.
The really crucial insight of Ericsson’s research, though, is not that experts log more hours of practice. Rather, it’s that experts practice differently.
In other words, deliberate practice is for preparation, and flow is for performance.
basic requirements of deliberate practice is unremarkable: • A clearly defined stretch goal • Full concentration and effort • Immediate and informative feedback • Repetition with reflection and refinement
