We don’t need carrots and sticks to incentivise people. We need those with a deep understanding of our values - that is what guides us. And if we’ve got people who are not living the values, they might have to work elsewhere.

If I’d been better schooled back then in the art of accompaniment, I would have

understood how important it is to honor another person’s ability to make choices. I hope I would have understood, as good accompanists do, that everybody is in their own spot, on their own pilgrimage, and your job is to meet them where they are, help them chart their own course. I wish I had followed some advice that is rapidly becoming an adage: Let others voluntarily evolve.

Charismatic leaders sometimes assume that they can avoid this trade-off by sheer force of personality. If they just get everybody fired up, the kinks will work themselves out. But you can't design a system that is based on the faith that all of your employees will perform heroically, all day, every day, for an indefinite period. For a system to work, excellence must be normalised. And you don't get to that point by demanding extraordinary sacrifice. You get there by designing a model where the full spectrum of your employees — not just the out- standing ones — will have no choice but to deliver excellence as an everyday routine. You get there by building a system that just doesn't produce anything else.

As I worked on this book, I puzzled where core values fit into the research findings. To be clear, there is no single unified set of core values across all the people in this study. That said, each person developed a set of values somewhere along the way, some more explicitly than others. These values might have come from family, or mentors, or teachers, or military service, or the ethics of their field, or the social milieu in which they lived, or their faith traditions, or reading and reflection, or personal experience, or some combination. I came to see that living to a set of core values is a choice, a personal responsibility of the highest order.

One of the biggest mistakes that I see people make is they don’t want to learn from someone who has a character blemish or a worldview that doesn’t align with theirs. Seneca captured the right approach when he said in On the Tranquility of the Mind, “I shall never be ashamed of citing a bad author if the line is good.” Or, as Cato the Elder put it, “Be careful not to rashly refuse to learn from others.” Don’t throw away the apple because of a bruise on the skin.