 |
…the right amount of stress – whelmed but not overwhelmed – can be a great motivator.
|
180 |
 |
To keep growing, you need to be open to the unfamiliar, even the uncomfortable. And leaning in to your uncomfortable emotions allows you to learn from them.
|
181 |
 |
…emotional agility leaves room for the considered decision to quit something that is no longer helping you. And that can be a very good thing.
|
183 |
 |
It’s only when we practice emotional agility that we’re able to shift perspectives and move into continued investigation, discovery, and an evolving understanding of the people and situations we encounter.
|
200 |
 |
To truly show up at the office means making room for and labeling your thoughts and emotions and seeing them for what they are: information rather than facts or directives.
|
203 |
 |
Despite all the trappings, some leaders do remain attuned to how people around them are really feeling…
|
75 |
 |
Human emotions, including anger, contempt, and fear, are remarkably contagious.
|
95 |
 |
Contagion studies also show that when people ‘catch’ unpleasant expressions from others, like frowning or glaring, it makes them feel grumpier and angrier…
|
97 |
 |
…the feeling that one is in control can reduce feelings of hopelessness and helplessness.
|
140 |
 |
People who are experienced at ‘asshole boss management’ also learn that their survival depends on protecting themselves from blame, humiliation, and recrimination rather than doing what is best for their organization.
|
175 |
