 |
Performance can go up and down; the strength of a culture is the only thing we can truly rely on.
|
163 |
 |
The performance of a company is closely tied to the personality and values of the person at the top. And the personality and values of the person at the top set the tone of the culture.
|
218 |
 |
The leaders of great organizations do not see people as a commodity to be managed to help grow the money. This is why performance really matters.
|
21 |
 |
The better the organization performs, the more fuel there is to build an even bigger, more robust organization that feeds the hearts and souls of those who work there.
|
21 |
 |
…trust is like lubrication. It reduces friction and creates conditions much more conducive to performance…
|
97 |
 |
If anything, prioritizing performance over people undermines the free market economy.
|
116 |
 |
…our moods and performance oscillate during the day. For most of us, mood follows a common pattern: a peak, a trough, and a rebound.
|
26 |
 |
…it’s time we paid more attention to lunch, because social scientists are discovering that it’s far more important to our performance than we realize.
|
64 |
 |
Employees’ immediate bosses have far more impact on engagement and performance than whether their companies are rated as great or lousy places to work.
|
17 |
 |
…research shows that good bosses are especially crucial to employee performance in otherwise lousy workplaces.
|
17 |
