“Negative, poorly performing people tend to get a disproportionate amount of power, attention, and empathy. They continue to behave obnoxiously and unfairly because everyone they’re rewarded for doing so” (pg. 4).

“You can be sure the negative people don’t have any monkeys on their backs. They don’t feel the least bit bad about being slackers or jerks” (pg 5).

“A great leader asks, “How do I protect my good people? How do I make the world a better place?” (Pg. 6).

Three questions for leaders:

1. Where is the monkey?

2. Where should the monkey be?

3. How do I shift the monkey to its proper place?

”Learning to recognize the out-of-place monkeys and then shift them back to their rightful owners is one of the most important lesson you’ll ever learn. This doesn’t mean avoiding responsibility; it means putting responsibility where it belongs, which will make you a much better leader, parent, friend, and person” (pg. 28).

Three truths to lead by:

1. Treat everyone well

2. Make decisions based on your best people

3. Protect your good people first

“Don’t engage in conversations about excuses, Don’t question the excuses, don’t sympathize, and don’t argue. Just keep asking how the report turned out” (pg 37).

”Make your instructions very clear so that both you and the poor performer know the difference between right and wrong” (pg 38).

”Negative people thrive in an oppositional environment, standing on their side of the imaginary line, glaring across at you with arms folded. That is why you never want a desk, countertop, or anything else between you and a negative person” (pg 39).

“Never address an entire group regarding the negative behaviors of a few” (pg 40).

“Good employees will respond to your approval or disapproval, but the slackers are more likely to respond to peer approval or disapproval” (pg 46).

“Effective leaders don’t want their bad people mad; they want them good, or they want them gone” (pg 46).

“A key part of basing your actions on your best rather than your worst people is learning to ignore the bad one” (pg 66).

”While problem employees are often willing to waste the leader’s and their peer’s time, they can’t stand to invest a minute of their personal time on work - especially for a nonsensical complaint” (pg 84).

“It’s your job as a leader to lighten {a good employees) load whenever possible and to make sure they don’t take on any new monkeys that are not important or necessary . . . Give your great people permission not to volunteer (pg 85).

“Treat everyone well, not equally” (pg 93).

Grade: A+

Short, compact, and acutely helpful and accurate. A must read for any and all leaders.

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