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…the right kind of stretch brings growth, and in growth there is aliveness, engagement, and passion, qualities that are necessary for achieving great performance in any role.

… acknowledgment and encouragement from others will help calm our mind, and allow us to focus on what we are trying to achieve.

If we want to transform people’s performance we need to master the skill of acknowledgment.

…we will be better at improving performance if we accentuate the positive and let people handle the negative on their own.

Put succinctly, specifically, and generously, being generous is about being committed to the other person getting your message.

FEELING stands for Facts, Emotions, Encouragement, Learning, Implications, and New Goals.

…people who received regular recognition and praise increased their individual productivity, increased engagement amongst their colleagues, and were more likely to stay with the organization. – Gallup Survey

When it comes to dealing with underperformance, if our commitment is to people’s learning, the more emotional charge there might be, the more essential it is to use a self-directed approach.

When people underperform, venting your emotions as a leader is unlikely to do anything to improve their performance.

The job of the leader is to bring the team together… by getting them to think in the most efficient and effective ways, by improving all their thinking – without telling anyone what to do.