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Much as we aspire to feel good about ourselves regardless of what others may say, our sense of self-worth is profoundly influenced by the degree to which others value us.
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138 |
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The more we feel our value is at risk, the more energy we spend defending it and the less energy we have available to create value.
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139 |
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…feeling valued and secure is a basic form of stress inoculation.
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141 |
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The performance impact is clear: the less people feel valued and appreciated, the less engaged, loyal, and productive they tend to be.
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142 |
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…high self-regard unbalanced by the capacity to value and appreciate others can be pernicious.
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143 |
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Because our core need for value is so rarely acknowledged or addressed in most organizations, we typically try to keep this hunger under warps and invisible at work.
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143 |
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The fight response to a feeling of insufficient value is to call attention to ourselves more aggressively.
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144 |
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The leader who is secure in his own value is free to invest energy in empowering others.
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144 |
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The flight response, when our value feels at risk, is a means of minimizing the threat by avoiding conflict with others altogether.
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144 |
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Counterintuitively, one of the most powerful ways to reclaim your value when you’re triggered is to find a way to value the person who triggered you.
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156 |
