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The bad news is that these oppressors cost organizations far more than their leaders and investors usually realize.

…organizations that drive in compassion and drive out fear attract superior talent, have lower turnover costs, share ideas more freely, have less dysfunctional internal competition, and trump the external competition.

The financial cost of having an unhealthy organization is undeniable: wasted resources and time, decreased productivity, increased employee turnover, and customer attrition.

Take the time to build the protocol that has the best average cost, even if it’s not the most natural option in the moment, as the long-term performance gains can be substantial.

…when seeking to minimize costs, consider the client’s cost in addition to your own.

When you allow specialists to work with more focus, they produce more, and this extra value can more than compensate for the cost of maintaining dedicated support.

…how one honors situations when things turn sour or when a deal ends up being more costly than originally thought is how one defines his or her personal values.

Succeeding or getting to the top at all costs by definition is an immoral goal.

Beware of making binding decisions when your energy is down, because you’ll tend to favor options with short-term gains and delayed costs.

…rejecting perceived unfairness, even at substantial cost, is a powerful motivation.