Sublime

Typically, instead of exploring what information the other person might have that we don’t, we assume we know all we need to know to understand and explain things. Instead of working to manage our feelings constructively, we either try to hide them or let loose in ways that we later regret. Instead of exploring the identity issues that may be deepl

For them, it was about understanding, forgiving, and moving on.

These bosses have the power to make people worse off. And when they do, they feel better about themselves.

three identity issues seem particularly common, and often underlie what concerns us most during difficult conversations: Am I competent? Am I a good person? Am I worthy of love?

But often the victims are the most competent people, because these are the ones who pose the greatest threat to a fixed-mindset boss.

if managers need help getting better in a specific area, and the checklist isn’t doing the trick, they can sign up for the courses we’ve developed over time for each of the attributes.

Make

Idiosyncrasy credits accrue through respect, not rank: they’re based on contributions.