Recently I was reading the new issue of the Harvard Business Review and an article by Jonah Berger, a professor at the Wharton School of Business, got my attention. His big idea, according to the article "If You Want to Win, Tell Your Team It's Losing (a Little)," is that being behind makes people work harder. The example: Each person in one of several rooms is told he or she is competing with others to see who can make the fastest keystrokes. The winner will receive a cash prize. Each person receives feedback that he or she is far behind, slightly behind, tied or slightly ahead compared to the others. Guess what? Only those who were told they were slightly behind picked up the pace significantly. Being in that position boosts motivation and thus performance. So should such feedback be used in the work world? According to Berger, "Bonus structures typically reward the best performers. That's great for people close to the top but might even de-motivate those who are far behind and know they can't catch up . . . [so] evaluations that compare the second best to the best, and the 100th best to the 99th best, and give bonuses based on people's improvement could really increase motivation and effort." But for those of us who try cases, it is best to work in the moment: Once you start tallying up whether you are ahead or behind, you lose focus, you don’t gain it.