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…transformational leadership, in the context of product development, is highly correlated with higher organization performance.

…psychological safety is the number one determinant of high-performing teams.

…what factors lead to high-performing teams[?] The research found that the number on factor is psychological safety.

Employees who are constantly bullied and berated lose motivation, get sick, and are too stressed to perform at high levels.

How can you possibly expect others to perform at the highest levels without first expecting that of yourself?

Executives also owe it to the organization and to their fellow workers not to tolerate nonperforming individuals in important jobs.

Effective executives concentrate on the few major areas where superior performance will produce outstanding results.

…all one has to do is to learn to say “no” if an activity contributes nothing to one’s own organization, to oneself, or to the organization for which it is to be performed.

…what is considered excellent performance in a good many positions is often but a pale shadow of the job’s full potential of contribution.

Achievement must be measured against objective criteria of contribution and performance.