For those cases where it is useful, I would add: * Make it more fun to work than not to work. Bring in dinners. Invite their families to visit in the evening. Acknowledge that you're camping out. * Remove non-work obstacles and distractions. Drive people to and from the train station or their homes. Help them find babysitting. Do their laundry (yourself, or hire a service). * Remove work obstacles and distractions. If you're in a big company with bureaucracy, run interference. Explain that the team is in crunch mode, and do or defer their expense reports, training procedures, and other overhead. * Have a nap area. I've only been at one company that had a formal nap room, but everywhere else has gone through cycles of using a conference room or out-of-the-way sofa, and then hiring enough people that there's not space for that any more, and then getting more floorspace, and repeat. During the phases when there's not an on-site nap room, people either home in the evening and don't come back, and/or turn braindead and might as well be gone. * Have an end in sight. If there's not a natural exogenous deadline (such as an industry event), fake one (this has to be the Solstice release because reasons). It's particularly important that crunch mode be timeboxed, not feature-boxed; if you've been in feature-milestone mode, now's the time to pivot. * Work longer hours yourself. A leader should be first in, last out.