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Many case studies reinforce the quantitative research findings: companies with records of outstanding long-term performance have extraordinarily flat structures.

…systematic studies of the performance of telecommuters show quite consistently that they are more productive – they produce a larger amount – than their counterparts in the office.

Price in the job comes from three sources: performing well, using valued skills, and doing something of significance.

…human beings require some degree of attention and appreciation from others to perform at their best levels.

…managers dislike (a few even dread) giving performance appraisals; they want to get them over with as quickly as possible and with as little trouble as possible.

Catching people in the act… is usually reserved for misdeeds, but applying the same principle to good performance is exactly what managers should do.

Not dealing with poor performers has morale consequences for their co-workers.

An explicit vision and values statement is beneficial only if the company takes it seriously… bringing the messages conveyed by performance feedback and recognition into line with that statement.

…the importance of social relationships is undeniable for both the satisfaction and the performance of people at work.

…analyses almost invariably show strong positive correlations between teamwork in organizations (as perceived by employees) and organization performance.