In the conversation about women in leadership, male voices are noticeably absent.
If you've ever had a coworker actively interfere with your productivity, try to make you look bad, steal your ideas, or give you false information, you've been the victim of undermining.
If we want girls to receive positive reinforcement for early acts of leadership, let's discourage bossy behavior along with banning bossy labels. That means teaching girls to engage in behaviors that earn admiration before they assert their authority.
By admitting your inadequacies, you show that you're self-aware enough to know your areas for improvement - and secure enough to be open about them.
Agreeable people are warm and friendly. They're nice; they're polite. You find a lot of them in Canada.
Being a nice person is about courtesy: you're friendly, polite, agreeable, and accommodating. When people believe they have to be nice in order to give, they fail to set boundaries, rarely say no, and become pushovers, letting others walk all over them.
Successful givers secure their oxygen masks before coming to the assistance of others. Although their motives may be less purely altruistic, their actions prove more altruistic, because they give more.
When medical students focus on helping others, they're able to weather the slings and arrows of long hours and devastating health outcomes: they know their colleagues and patients are depending on them.
Instead of assuming that emotional intelligence is always useful, we need to think more carefully about where and when it matters.
A resilient culture has a certain amount of resistance embedded in it. Not so much to capsize it, but enough so that it doesn't atrophy.
We have many identities, and we can't be authentic to them all. The best we can do is be sincere in our efforts to earn the values we claim.
Authenticity means erasing the gap between what you firmly believe inside and what you reveal to the outside world.
Authenticity is a virtue. But just as you can have too little authenticity, you can also have too much.
In the workplace, many people become helicopter managers, hovering over their employees in a well-intentioned but ill-fated attempt to provide support. These are givers gone awry - people so desperate to help others that they develop a white knight complex and end up causing harm instead.
For women to achieve equal representation in leadership roles, it's important that they have the backing of men as well as women.
When young women get called bossy, it's often because they're trying to exercise power without status. It's not a problem that they're being dominant; the backlash arises because they're overstepping their status.
I can't tell you that if you bring in a bunch of weird and different people, then a bunch of good things will happen. But I can tell you that if you hire a bunch of similar people and promote only the ones who are most similar, a bunch of bad things are likely to happen.
As more women 'lean in' and we collectively continue to fight sexism, there's another barrier to progress that hasn't been addressed: Many men who would like to see more women leaders are afraid to speak up about it.
It's ironic that when you go through a tragedy, you appreciate more. You realize how fragile life is and that there are so many things to still be thankful for.
When you're good at controlling your own emotions, you can disguise your true feelings. When you know what others are feeling, you can tug at their heartstrings and motivate them to act against their own best interests.
