CEO Pay-for-Stock-Price

Annual bonuses reward annual results — risk that blows up in year four with damage in year seven is rational.

Quarterly bonuses create end-of-quarter behavior changes.

The more a quantitative indicator drives decisions, the more it distorts the process it measures.

A reward designed to reduce X produces more X.

When a measure becomes a target, it ceases to be a good measure.

Earn-outs designed to retain founders often demotivate the team they bought.

Treating real-world uncertainty like a game with clear, known rules.

Judging only results ignores ethics of process and rewards shortcuts that look like wins.

Money flows after ecosystems collapse, not to protect them in advance.

A negotiation between conscious goals and the unconscious 'positive intention' behind a problem behavior.

The relative valuation we place on rewards now vs. later — and how steeply we discount.

We favor people who are similar to us or who like us.

Contradictory evidence sometimes deepens the original belief.

Moving between abstraction levels — chunking up finds shared values, chunking down finds specifics.

A conditioned response changes disproportionately when reinforcement changes.

Thinking happens through the body, not despite it.

Use-it-or-lose-it allocations push fleets to fish hard before quotas tighten.

We act in ways that confirm 'people like me do things like this.'