6
" Of that first decade, Neil said
I would have this recurring fantasy in which there would be a knock on the door, and I would go down, and there would be somebody wearing a suit – not an expensive suit, just the kind of suit that showed they had a job – and they would be holding a clipboard, and they'd have a paper on the clipboard, and I'd open the door and they'd say, „Hello, excuse me, I'm afraid I am here on official business. Are you Neil Gaiman?” And I would say yes. „Well, it says here that you are a writer and that you don't have to get up in the morning at any particular time, that you just write each day as much you want.” And I'd go „That's right.” "And that you enjoy writing. And it says here that all the books you want – they are just sent to you and you don't have to buy them. And films: it says here that you just go to see films. If you want to see them you just call up the person who runs the films." And I say, „Yes, that's right.” And that people like what you do and they give you money for just writing things down." And I'd say yes. And he'd say, „Well, I'm afraid we are on to you. We've caught up with you. And I'm afraid you are now going to have to go out and get a proper job.” At which point in my fantasy my heart would always sink, and I'd go, „Okay,” and I'd go and buy a cheap suit and I'd start applying to real jobs. Because once they've caught up with you, you can't argue with this: they've caught up with you. So that was the thing in my head. "
― Amy Cuddy , Presence: Bringing Your Boldest Self to Your Biggest Challenges
18
" When we meet someone new, we quickly answer two questions: “Can I trust this person?” and “Can I respect this person?” In our research, my colleagues and I have referred to these dimensions as warmth and competence respectively. Usually we think that a person we’ve just met is either more warm than competent or more competent than warm, but not both in equal measure. We like our distinctions to be clear—it’s a human bias. So we classify new acquaintances into types. Tiziana Casciaro, in her research into organizations, refers to these types as lovable fools or competent jerks.2 Occasionally we see people as incompetent and cold—foolish jerks—or as warm and competent—lovable stars. The latter is the golden quadrant, because receiving trust and respect from other people allows you to interact well and get things done. But we don’t value the two traits equally. First we judge warmth or trustworthiness, which we consider to be the more important of the two dimensions. Oscar Ybarra and his colleagues found, for instance, that people process words related to warmth and morality (friendly, honest, and others) faster than words related to competence (creative, skillful, and others).3 Why do we prioritize warmth over competence? Because from an evolutionary perspective, it is more crucial to our survival to know whether a person deserves our trust. If he doesn’t, we’d better keep our distance, because he’s potentially dangerous, especially if he’s competent. We do value people who are capable, especially in circumstances where that trait is necessary, but we only notice that after we’ve judged their trustworthiness. Recalling "
― Amy Cuddy , Presence: Bringing Your Boldest Self to Your Biggest Challenges
