The effective executive knows that it is easier to raise the performance of one leader than it is to raise the performance of a whole mass. She therefore makes sure she puts into the leadership position, into the standard-setting, the performance-making position the person who has the strength to do the outstanding pacesetting job. This always requires focus on the one strength of a person and dismissal of weaknesses as irrelevant unless they hamper the full deployment of the available strength.
If you can raise the level of effort and performance in those around you, you are officially a leader.
Companies that raise capital do it on the basis of past performance and unique competencies of the business. We cannot raise capital if we are not creating sustained value.
I personally would rather raise my child in New York. It seems like it would be easier to make sure she or he gets a whole bunch of experience and understanding of the world. But, people in general think it's easier to raise a kid when you don't have so much stuff in your face.
It is much more difficult to measure non-performance than performance. Performance stands out like a ton of diamonds. Non-performance can almost always be explained away
Don't lower your expectations to meet your performance. Raise your level of performance to meet your expectations. Expect the best of yourself, and then do what is necessary to make it a reality.
Raising your level of performance requires a proper mentality and meaning from within. This gives you the ability and drive to work on the things necessary to go to a higher level. When people ask me how to raise their level of performance, the first thing I ask is, How important is it to you?
Once you recognize that all documentaries are performance, it's not a matter of 'if' they should be performance. They are performance, and they are performance precisely where people are playing themselves.
The performance on the stage has its reasons in the performance induced in thousands of separate minds and this second performance is no less prodigious than the first.
In 1988, Christmas, that was my last performance because I moved to Hawaii to raise my son.
Past experience with fiscal austerity at home and overseas strongly suggests that it is best for the economy's long-run performance to restrain government spending rather than raise taxes.
My take is that acting is acting. A performance is a performance. With performance capture, if you don't get the performance on the day, you can't enhance the performance.
When you demand performance, players raise their game technically. But if you put all the emphasis on results, that brings their level down.
Performance's only life is in the present. Performance cannot be saved, recorded, documented, or otherwise participate in the circulation of representations of representations: once it does so, it becomes something other than performance.
I have a 22-year-old son, and when my son was born I made a decision to raise him. My husband and I took turns working, and it's easier to raise a kid in the documentary world, where you go away for two weeks or three weeks rather than the months that you spend on a feature. That was and still is much more open to women DPs than the world of fiction.
Regardless of what you plan to use it for, the goal should always be to raise money right before you need it. You don't want to get into a situation where you need cash and you're unable to raise it - or you're unable to raise it on favorable terms. As with any negotiation, you want to raise from a position of strength.