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When organizations become hazy about what they want from high-talent jobs, different penalties arise: short-lived, inconsistent – and expensive – hires.

…when groups get bigger than about 150, the people are less likely to work hard and less likely to help each other out.

When our leaders reveal their gaps in knowledge and missteps, not only are we more willing to help, but we too are more willing to share when we make mistakes or when things go wrong.

Confronting the threats we face in the world cannot be done alone, at least not very effectively. It takes the help and support of others – others who believe in us.

…when we work to help each other, our bodies reward us for our effort so that we will continue to do so.

Identifying one’s own personally meaningful days… can erase a false start and help us begin anew.

…endings of all kinds… shape our behavior in four unpredictable ways. They help us energize. They help us encode. They help us edit. And they help us elevate.

…even if optimism helps you in that situation, there must be limits to how much it helps.

…our ability to make ourselves better as individuals – to dive into more satisfying work, to foster real hopes of success, to strengthen our social connections, to become a part of something bigger – also helps us work together, longer, on more complex and pressing problems.

…the best PR you can do comes from the relationships you build and the value you offer. Relationship budling and reciprocity (helping others before expecting them to help you) is the key!