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Performances Quotes

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Performances Quotes

“Men whose only concern is other people's opinion of them are like actors who put on a poor performance to win the applause of people of poor taste; some of them would be capable of good acting in front of a good audience. A decent man plays his part to the best of his ability, regardless of the taste of the gallery.”

“At Wal-Mart, a co-worker once advised me that, although I had a lot to learn, it was also important not to "know too much," or at least never to reveal one's full abilities to management, because "the more they think you can do, the more they'll use you and abuse you." My mentors in these matters were not lazy; they just understood that there are few or no rewards for heroic performance. The trick lies in figuring out how to budget your energy so there'll be some left over for the next day.”

“Consultation and compliance can conduce little to the perfection of any literary performance; for whoever is so doubtful of his own abilities as to encourage the remarks of others, will find himself every day embarrassed with new difficulties, and will harass his mind, in vain, with the hopeless labour of uniting heterogeneous ideas, digesting independent hints, and collecting into one point the several rays of borrowed light, emitted often with contrary directions.”

“The issue of comparative performances can be regarded as settled to-day, both scientifically and practically. Though differences in attitudes between men and women still form a favorite topic of drawing-room conversation ... women's abilities are no longer seriously in doubt. These discussions rather seem to be a kind of rearguard action carried on after the main battle has been decided.”

“A frequent change of role, and of the lighter sort - especially such as one does not like forcing one's self to use the very utmost of his ability in the performance of - is the training requisite for a mastery of the actor's art.”

“It's always been you know, religion that has been the primary impediment to actual relationship with God, because it creates a mythology about performance -- that you can perform your way into the appeasement of the deity. And you know, when you're born inside the cultural framework that I was, and you're born inside the religious traditions that I was, that becomes your understanding of spirituality: That it's about trying to please God. So, it's really not about God at all; it's about our ability to perform according to whatever the expectations are.”

“Working in television it's really great to be able to stick with a character for a long period of time. It's not like you have one shot, and that's it. You have more time, more room, an ability to reflect on your performance and the character and how much has really been shown, and what you'd like to see. It's nice. You have more breathing room.”

“As I see it, the major requirements for a strong and able rendering are an understanding of a work's structure, voicing, and trajectory; an ability to execute the details on the page from largest to smallest; technical command, and hopefully a connection with the overall expressive impulse (though the latter is not at all necessary to give a good performance).”

“At the core of an analytical edge is an ability to systematically distinguish between fundamentals and expectations. Fundamentals are a well thought out distribution of outcomes, and expectations are what's priced into an asset. A power metaphor is the [pari-mutuel] racetrack. The fundamentals are how fast a given horse will run and the expectations are the odds on the tote board. As any serious handicapper knows, you make money only by finding a mispricing between the performance of the horse and the odds. There are no 'good' or 'bad' horses, just correctly or incorrectly priced ones.”

“A hallmark of high performance leaders is the ability to influence others through all levels and types of communication, from simple interactions to difficult conversations and more complex conflicts, in order to achieve greater team and organizational alignment. High performing leaders are able to unite diverse team members by building common goals and even shared emotions by engaging in powerful and effective dialogue.”

“If I hold a twenty pound weight, I cannot detect a fly landing on it because the least detectable difference in the stimulus is half a pound. On the other hand, if i hold a feather, a fly landing on it makes a great difference. Obviously then, in order to be able to tell the differences in exertion one must first reduce the exertion. Finer and finer performance is possible only if the sensitivity, that is, the ability to feel the difference is improved.”

“At that elusive moment when we transcend our ordinary performance and feel in harmony with something else-whether it's a glorious sunset, inspiring music or another human being-our studies have shown that what we are really coming in sync with is ourselves. Not only do we feel more relaxed and at peace, but this entrained state increases our ability to perform well and offers numerous health benefits.”

“The changes are coming so quickly it's been difficult for workers to retrain themselves and for entrepreneurs to figure out where the next opportunities may be. The catalyst is something called computer learning or artificial intelligence - the ability to feed massive amounts of data into supercomputers and program them to teach themselves and improve their performance.”

“He believed that life, true life, was something that was stored in music. True life was kept safe in the lines of Tchaikovsky's Eugene Onegin while you went out in the world and met the obligations required of you. Certainly he knew (though did not completely understand) that opera wasn't for everyone, but for everyone he hoped there was something. The records he cherished, the rare opportunities to see a live performance, those were the marks by which he gauged his ability to love.”

“To summarize, using money to motivate people can be a double-edged sword. For tasks that require cognitive ability, low to moderate performance-based incentives can help. But when the incentive level is very high, it can command too much attention and thereby distract the person’s mind with thoughts about the reward. This can create stress and ultimately reduce the level of performance.”

“Like squirrels, the best in every business do what they have learned to do without questioning their abilities - they flat out trust their skills, which is why we call this high-performance state of mind the "Trusting Mindset."”