quiet-the-power-of-introverts-in-a-world-that-cant-stop-talking-susan-cain

we need to find a balance between action
and reflection.
For example, if you were staffing an
investment bank, management professor
Kuhnen told me, you’d want to hire
not only reward-sensitive types, who
are likely to profit from bull markets,
but also those who remain emotionally
more neutral. You’d want to make sure
that important corporate decisions reflect
the input of both kinds of people,
not just one type. And you’d want to
know that individuals on all points of
the reward-sensitivity spectrum understand
their own emotional preferences
and can temper them to match market
conditions.
But it’s not just employers who benefit
from taking a closer look at their
employees. We also need to take a
closer look at ourselves. Understanding
where we fall on the reward-sensitivity
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