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Beyond their value to contribute to organizational performance, people have value as human beings.

…making headway on meaningful work brightens inner work life and boosts long-term performance.

For optimal creative performance, go for low or moderate time pressure as a general rule – punctuated by occasional periods of focused urgency.

If we make mistakes in our definition of performance, we are likely to glide through them and appreciate the beauty of the longer run.

…performance is not about getting your act together, but about opening up to the energy of the audience and of the music, and letting it sing in your unique voice.

A new program takes a ton of refinement and optimization, as well as the natural passage of time, to spread and perform.

Without truthful attribution, the forces driving performance in a team become apathetic and ultimately resentful.

Don’t let the worst performers dominate your time – try to diagnose, address, and resolve their issues as swiftly as you can.

…protecting low performers only increases the damage when, inevitably, a manager is forced to let them go.

…research has demonstrated [that] people are more likely to act, and to perform well, when the motivations come from intrinsic choices rather than from extrinsic pressures.