161
" They often appear charming and refreshingly confident, brimming with ideas and enthusiasm, and we fall under their spell. Only when it is too late do we discover that their confidence is irrational and their ideas ill-conceived. Among colleagues, they can be those who sabotage our work or careers out of secret envy, excited to bring us down. Or they could be colleagues or hires who reveal, to our dismay, that they are completely out for themselves, using us as stepping-stones. What inevitably happens in these situations is that we are caught off guard, not expecting such behavior. Often these types will hit us with elaborate cover stories to justify their actions, or blame handy scapegoats. They know how to confuse us and draw us into a drama they control. We might protest or become angry, but in the end we feel rather helpless—the damage is done. Then another such type enters our life, and the same story repeats itself. "
― Robert Greene , The Laws of Human Nature
169
" There is one variety of this type, however, that is more dangerous and toxic, because of the levels of power he or she can attain—namely the narcissistic leader. (This type has been around for a long time. In the Bible, Absalom was perhaps the first recorded example, but we find frequent references in ancient literature to others—Alcibiades, Cicero, and Emperor Nero, to name a few.) Almost all dictator types and tyrannical CEOs fall into this category. They generally have more ambition than the average deep narcissist and for a while can funnel this energy into work. Full of narcissistic self-confidence, they attract attention and followers. They say and do things that other people don’t dare say or do, which seems admirable and authentic. They might have a vision for some innovative product, and because they radiate such confidence, they can find others to help them realize their vision. They are experts at using people. "
― Robert Greene , The Laws of Human Nature
174
" The hyperfeminine woman will often be concealing a great deal of repressed anger and resentment at the role she has been forced to play. Her seductive, girlish behavior with men is actually a ploy for power, to tease, entrap, and hurt the target. Her masculine side will leak out in passive-aggressive behavior, attempts to dominate people in relationships in underhanded ways. Underneath the sweet, deferential façade, she can be quite willful and highly judgmental of others. Her willfulness, always under the surface, will come out in rather irrational stubbornness in petty matters. "
― Robert Greene , The Laws of Human Nature
179
" We are all permeable to the influence of the group. What makes us more permeable is our insecurities. The less we are certain about our self-worth as individuals, the more we are unconsciously drawn toward fitting in and blending ourselves into the group spirit. Gaining the superficial approval of group members by displaying our conformity, we cover up our insecurities to ourselves and to others. But this approval is fleeting; our insecurities gnaw at us, and we must continually get people’s attention to feel validated. Your goal must be to lower your permeability by raising your self-esteem. If you feel strong and confident about what makes you unique—your tastes, your values, your own experience—you can more easily resist the group effect. Furthermore, by relying upon your work and accomplishments to anchor your self-opinion, you won’t be so tied to constantly seeking approval and attention. It is not that you become self-absorbed or cut off from the group—outwardly you do what you can to fit in, but inwardly you subject the ideas and beliefs of the group to constant scrutiny, comparing them with your own, adapting parts or all of those that have merit and rejecting others that go against your experience. You are putting the focus on the ideas themselves, not on where they come from. "
― Robert Greene , The Laws of Human Nature