they found that when subjects switched back and forth between two separate problems, it took them 25 percent longer to complete them than to do the tasks sequentially, one at a time. The difference was the cumulative switching time required during multitasking.

A review of more than 150 leadership studies found that integrity is the value employees care most about in their leaders. Honesty is second, and humility is third. The other qualities employees most value include care and appreciation, respect for others, fairness, listening responsively, and reflectiveness.

“What is he feeling, and how does that make sense?”

“As we cultivate lives of distraction, we are losing our capacity to create and preserve wisdom . . . and slipping towards a line of ignorance that is paradoxically born of an abundance of information and connectivity.”

What’s less obvious is that we can’t perform at our best when we’re not in the Performance Zone. Put another way, any time you’re not feeling optimistic, engaged, upbeat, focused, enthusiastic, and committed,

But leaders at all levels can profoundly influence the way an organization responds under pressure and the stories it tells about its challenges.

To fuel spiritual energy, an organization must define a set of shared values and a purpose beyond its continuing profitability.

Marian Wright Edelman puts it, “We must not, in trying to think about how we can make a big difference, ignore the small daily differences we can make which, over time, add up to the big differences that we often cannot foresee.”

What’s the cost to your commitment and your productivity if you have a boss you actively dislike?