organizational scholar Debra Meyerson on “tempered radicals.” Tempered radicals are insiders in organizations who do not present as rebels and are often successful in their jobs. They are catalysts for change by challenging the status quo in small, cautious ways.

research shows that turning up the heat is also essential work.

the “hot seat.”

while they may be big names, they were not necessarily big draws for everyone, or big names everyone could see themselves in.

Sarah was processing her self-threat while Gita was feeling seen and heard.

You may have been slow to reveal mistakes, even when it would have been useful for others to know about them, because you did not want to be judged negatively. You tried to hide your weaknesses. These are all normal responses to low psychological safety, where interpersonal fear is high.

Activating a growth mindset of being a good-ish work-in-progress, not a premade good person; Seeing the ordinary privilege we hold and putting it to good use on behalf of others; Opting for willful awareness, though our minds and lives make willful ignorance more likely; and Engaging the people and systems around us.

am wrong”; it is a high-self-threat emotion, which we want to make go away by blaming others or shutting down.

if being black meant having a race, so did being white.