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…we can’t perform at our best when we’re not in the Performance Zone… (any time you’re not feeling optimistic, engaged, upbeat, focused, enthusiastic, and committed…).
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A friend or trusted mentor at work creates a secure base – a source of continuing emotional nourishments, safety, and security in the face of everyday challenges.
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142 |
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…as long as leaders are unwilling to look honestly at themselves – to recognize their own fears and shortcomings – they can’t grow or change. The people they lead or manage also pay a price.
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142 |
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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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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 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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Frightening as it may be to acknowledge our shortcomings and admit our mistakes, the irony is that doing so tends to inspire greater respect, not less.
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154 |
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We hunger for close relationships not just in our personal lives but also at work, and we especially need to feel valued by those who manage and evaluate us.
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167 |
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A workplace culture characterized by appreciation and high regard for employees undeniably drives higher engagement and loyalty.
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169 |
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To be busy and to be connected is to feel alive. But the consequence is we’re over stimulated, over-wound and unfulfilled. – Linda Stone
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