Great at Work: How Top Performers Do Less, Work Better, and Achieve More

the Folly of Rewarding A, While Hoping for B.”18 Rewarding individual work, hoping for collaboration. It doesn’t work.

it’s the quality of each of these loops that helped her improve and not their sheer number.

they identified and “read” their opponents’ intentions and took steps, such as compromising or co-opting, to convince them to support their cause.

Collaboration Premium = Benefit of initiative – opportunity costs – collaboration costs

To lower this risk, Mike made sure that the life sciences unit established two separate teams,

She broke down the abstract skill she sought into a specific behavior (asking a good question).

redesign your work so that you add more activities that create value, and stop or reject work that doesn’t.

strong positive association between experimentation and excellent performance.

Craft a unifying goal that excites people so much that they subordinate their own selfish agendas.