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" ... But if we accept the scientific and data-driven fact that EQ is mostly a rehash of existing personality traits — and the most successful PR campaign personality has had to date, especially in the business world — then we must understand that there are, by definition, both good and bad implications associated with both low and high scores. Consider that even desirable personality traits, such as Emotional Stability, have negative implications: being too stable can drive you to underestimate potential threats and dangers, or come across as passionless, if not a bit dull. Likewise, traits that are generally associated with lower social status (e.g., introversion or conformity in the U.S., nonconformity in Singapore, conscientiousness in Argentina) still have positive implications, even in those same cultures. In fact, there are both conceptual and empirical reasons to suggest that high EQ may at times be disadvantageous, even if it mostly is advantageous. For example, if you hired employees and leaders on the basis of their creativity and innovation potential, you would end up recruiting people with lower rather than higher EQ more often than not — this goes back to the low EQ scores of the highly entrepreneurial individuals we discussed, as well as others who are often unemployable by traditional standards and yet at the same time they could be very helpful to organizations that are in desperate need of innovation. By the same token, some of the most driven and strategic leaders you will find will have lower than average EQ scores. Neuroticism (in many ways the opposite of EQ) can accelerate and enhance ambition like no other trait, and in exceptional achievers the best interpretation of their ambition is an inability to be satisfied with their achievements (largely thanks to their higher neuroticism). Finally, given that EQ is strongly and positively correlated with agreeableness (interpersonal sensitivity), it is to be expected that leaders with very high EQ will have trouble giving negative feedback to others, as well as executing for results. When you are too concerned with getting along and focused mostly on your subordinates' wellbeing, you may find it harder to challenge people and push them to perform to the highest level. Think of the Amazon culture — or at least how it was depicted by the New York Times — it is probably the strongest case study for a low EQ culture, but that is perhaps the secret to its success, particularly if the firm can effectively manage its hyper-driven, kick ass workforce. ... "
" ... It's not that Fear the Walking Dead is bad, exactly; rather, the show continues to simply not be much of anything. It remains passionless, all its most poignant moments strained. It is a show that has yet to justify its existence, that lives awkwardly beneath the shadow of The Walking Dead. ... "
" ... Prior to “Vanlife”, Rouille was working as the head of Intake, Aftercare and Admissions at an eating disorder recovery center in Santa Monica. Rouille says she felt drained by the emotional weight of her position, while being overworked and underpaid. Neumann worked in sales refurbishing vintage luxury watches. Neumann says he felt passionless, confused, and disconnected from his values. The two report “living for the weekend” where they would take quick trip to explore nature. During a trip to Zion National Park, they decided to quit their jobs and travel the world. ... "