A Quote by Justin Menkes

Very little attention is paid to improving the decision-making skills of both individual executives and the organizational benchstrength as a whole. Often we find that this is overlooked because there is a common assumption the business executives have all the requisite cognitive skills they need when they come to work for the organization. The problem with that perspective is that it overlooks the fact that thinking skills can be learned and improved at any time during the course of a persons lifetime.
The intelligence gap is essentially a shortage of executives with superior thinking skills who are needed by every business, as compared with the number of decision-making positions available.
I don't even have any good skills. You know like nunchuck skills, bow hunting skills, computer hacking skills. Girls only want boyfriends who have great skills!
I believe that if you have good organizational skills, then creativity can come out of that, but it's hard to be really creative when everything is a mess. And in a restaurant, organizational skills are imperative.
As technology increasingly takes over knowledge-based work, the cognitive skills that are central to today's education systems will remain important; but behavioral and non-cognitive skills necessary for collaboration, innovation, and problem solving will become essential as well.
Cognitive and character skills work together as dynamic complements; they are inseparable. Skills beget skills. More motivated children learn more. Those who are more informed usually make wiser decisions.
Now more people are doing work that requires individual decision-making and problem-solving, and we need an educational system that will help develop those skills.
Business requires an unbelievable level of resilience inside you, the chokehold on the growth of your business is always the leader, it's always your psychology and your skills - 80% psychology, 20% skills. If you don't have the marketing skills, if you don't have the financial-intelligence skills, if you don't have the recruiting skills, it's really hard for you to lead somebody else if you don't have fundamentally those skills. And so my life is about teaching those skills and helping people change the psychology so that they live out of what's possible, instead of out of their fear.
It's possible at any time during a player's career to get into top physical shape or to try to win every game! But you can't teach skills to an old player. Youth coaches should keep in mind that individual skills need to be nurtured at an early age. Players who haven't mastered the fundamental skills become frustrated because the game gets too difficult for them as they move into higher levels.
In 1970 the top three skills required by the Fortune 500 were the three Rs: reading, writing, and arithmetic. In 1999 the top three skills in demand were teamwork, problem-solving, and interpersonal skills. We need schools that are developing these skills.
Chess can help a child develop logical thinking, decision making, reasoning, and pattern recognition skills, which in turn can help math and verbal skills.
The skills that we have are the actual magic skills - not the performing skills. We have to separate those. But the actual skills that make the tricks work, we don't get to use again.
It is the acquisition of skills in particular, irrespective of their utility, that is potent in making life meaningful. Since man has no inborn skills, the survival of the species has depended on the ability to acquire and perfect skills. Hence the mastery of skills is a uniquely human activity and yields deep satisfaction.
This world is changing enormously. In any position in a company you need to work very hard on learning new skills every day, but you also need to unlearn some of the old skills from the past.
The pressure on young chefs today is far greater than ever before in terms of social skills, marketing skills, cooking skills, personality and, more importantly, delivering on the plate. So you need to be strong. Physically fit. So my chefs get weighed every time they come into the kitchen.
If you think backwards from a big problem, and you talk to all these other people who have skills and who think forward from their skills, it's very easy to form collaborations because everyone is incentivized to work together.
Only recently have we begun to understand the specific cognitive skills that contribute to business success and how to measure them. Hopefully, this insight will allow us to more keenly focus our attention on indentifying and cultivating decision-making abilities in the executive population.
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