The Game of Work / Coonradt 15-16

16 Everything we do in our recreation pursuits is absolutely and totally goal directed.

If you took the goals out of any sport, you would remove the most significant aspect of recreational pursuits--goal setting and goal striving.

I think that everything is possible as long as you put your mine to it and you put the work and time into it.

Goals are the motivating force in athletics. And in athletics, goals are more clearly defined than in business. Goals are the main reason people will pay for the privilege of working harder than they will work when they are paid.

The Game of Work / Coonradt 10-15

11 By increasing the frequency of your feedback, you have more opportunities to catch and eliminate problems of a solvable size.

Fourth, in recreation participants feel they have a higher degree of choice.

Managers must ask themselves if they are using the principal of choice when giving out assignments to employees. Are people being allowed to perform in areas where they have natural interests and abilities... When people feel that they have no choice in what they are doing, they lose their enthusiasm, and performance suffers.

Fifth, in recreation they don't change the rules in the middle of the game.

15 In the absence of clearly defined goals, we are forced to concentrate on activity and ultimately become enslaved by it. Chuck Coonradt

The Game of Work / Coonradt 8-10

10 Scorekeeping is an effective form of motivation if it is objective, self-administered, and peer audited. Everyday, everybody needs to know whether they are winning or losing.

Feedback is the breakfast of champions. People who want to get ahead, who want to win, who want to improve and get the job done--these people want feedback. If you don't think feedback is important, go count the mirrors in your house.

If you want to improve the quality of performance in any area, you simply improve or increase the frequency of feedback.