The Laws of Human Nature

We can call this the farsighted perspective, and it requires the following process. First, facing a problem, conflict, or some exciting opportunity, we train ourselves to detach from the heat of the moment. We work to calm down our excitement or our fear. We get some distance. Next, we start to deepen and widen our perspective. In considering the n

A person of strong character is like gold—rare but invaluable. They can adapt, learn, and improve themselves. Since your success depends on the people you work with and for, make their character the primary object of your attention. You will spare yourself the misery of discovering their character when it is too late.

to rely upon. They are slippery and evasive. Worst of all, they cannot be taught because learning from others implies criticism.

John Bowlby, an anthropologist and psychoanalyst, studied patterns of attachment between mothers and children and came up with four basic schemas: free/autonomous, dismissing, enmeshed-ambivalent, and disorganized.

If possible, avoid deep contact with those whose time frame is narrow, who are in continual react mode, and strive to associate with those with an expanded awareness of time.

Measure all of your relationships on the narcissism spectrum. It is not one person or the other but the dynamic itself that must be altered.

Any phenomenon in the world is by nature complex. The people you deal with are equally complex. Any action sets off a limitless chain of reactions. It is never so simple as A leads to B. B will lead to C, to D, and beyond. Other actors will be pulled into the drama and it is hard to predict their motivations and responses. You cannot possibly map o

You will learn that as a leader your best means of moving people in your direction lies in setting the right tone through your attitude, empathy, and work ethic.

Take notice of people who praise or flatter you without their eyes lighting up. This could be a sign of hidden envy.