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Fear and fury may be a fuel for action, but in most situations they undermine our performance.
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128 |
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The performance impact is clear: the less people feel valued and appreciated, the less engaged, loyal, and productive they tend to be.
|
142 |
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By remaining curious and even realistically optimistic, rather than reactive, we think better, perform better, and get along with others more easily.
|
156 |
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A harsh leader begets not just fear but also resentment, and those feelings are likely to influence people’s performance and their loyalty in the long run.
|
163 |
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When employees are given the opportunity to design workdays that better suit their needs… evidence demonstrates – that they perform at significantly higher levels.
|
232 |
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…studies have shown that people whose motivation comes from within… are more energized, more engaged, more persistent, and ultimately higher performing.
|
238 |
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…people do not preform acts of cruelty and come out unscathed on the other side. Success at dehumanizing the victim virtually guarantees a continuation or even an escalation of the cruelty…
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272 |
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People are not like wet towels to be wrung out. They are not objects from which we can squeeze every last drop of performance.
|
093 |
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Strongs relationships are the foundation of high-performing teams. And all high-performing teams start with trust.
|
127 |
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…the best way to drive performance in an organization is to create an environment in which information can flow freely, mistakes can be highlighted and help can be offered and received.
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129 |
