 |
In response to ego threat, people invest more, hoping to turn the project into a success so they can prove to others – and themselves – that they were right all along.
|
113 |
 |
Research suggests that due to their susceptibility to ego threat, takers are more vulnerable to escalation of commitment than givers.
|
113 |
 |
All your efforts at publicity, promotion, and branding need to feed into your mission; if they’re only feeding into your ego, you’ll find yourself with a reputation you hadn’t bargained for…
|
244 |
 |
Mentoring is a very deliberate activity that requires people to check their ego at the door, hold back from resenting other people’s success, and consciously strives to build beneficial relationships…
|
278 |
 |
…when everyone is focused on results and using those to define success, it is difficult for ego to get out of hand.
|
72 |
 |
…some of this comes down to our fragile egos. We’re driven to deny our weaknesses when we want to see ourselves in a positive light or paint a glowing picture of ourselves to others.
|
42 |
 |
Our opinions can become so sacred that we grow hostile to the mere thought of being wrong, and the totalitarian ego leaps in to silence counterarguments, squash contrary evidence, and close the door on learning.
|
64 |
 |
Disagreeable givers often make the best critics: their intent is to elevate the work, not feed their own egos. They don’t criticize because they’re insecure; they challenge because they care. They dish out tough love.
|
87 |
 |
Escalation of commitment happens because we’re rationalizing creatures, constantly searching for self-justifications for our prior beliefs as a way to soothe our egos, shield our images, and validate our past decisions.
|
229 |
 |
As the leader, check your ego at the door. Be aware of your tone, body language, expression, and demeanor during all interactions.
|
101 |
