 |
Presenteeism happens everywhere, every day, because the way we measure work performance is wrong. It’s a flaw in the system, not in the people.
|
019 |
 |
Seemingly innocent comments tell us everything about what a workplace values. We care more about time and the appearance of being dedicated and present than we do about actual performance.
|
033 |
 |
If you take away people’s ability to judge themselves and others based on time, then it’s harder for beliefs about work to be used as a measure for performance.
|
055 |
 |
You’re going to judge people, so judge them on their performance, on their ability to meet goals. Take time and place out of the equation.
|
056 |
 |
Because if you’re performing and meeting expectations, nobody should be able to say boo.
|
059 |
 |
When your employees aren’t performing, talk to them. Find out why rather than focus on how hard they’re working or the amount of hours they’re putting in, focus on the work itself.
|
173 |
 |
The relentless urgency that characterizes most corporate cultures undermines creativity, quality, engagement, thoughtful deliberation, and, ultimately, performance.
|
003 |
 |
More than a hundred studies have demonstrated some correlation between employee engagement and business performance.
|
004 |
 |
In fields ranging from sports to chess, researchers have found that four hours a day is the maximum that the best performers practice.
|
007 |
 |
Pushing beyond our comfort zone is uncomfortable, but it’s the only means by which we can learn and grow, and ultimately perform better and experience deeper satisfaction.
|
030 |
