When we operate as a Performer, we like competition because it challenges us. It also provides the opportunity to prove how much better we are than others. The ideal is to be fully independent. The challenge is to do this without alienating all of our friends and associates. The more we use defenses to manipulate or orchestrate things to our liking, the less we actually grow and adapt in teams. This individualistic approach tends to repress others in the team (if there is one). Performers like clear positions and structures, because we can demonstrate our mastery by aligning our thoughts with our actions. While we are able to learn and grow in our understanding of how things work, our appreciation of the people around us and what they need does not evolve. Since we over-identify with our self-perceived uniqueness, we tend to irritate Actors (in particular) because they do not appreciate our driven nature.
In the past, Performers were mainly salespeople and knowledge workers. They have now evolved to include entrepreneurs and management. A new indication of Performers is how closely they are tethered to their cellular devices. They cannot afford to be out of touch, (e.g. out of control) for any extended period of time. They have gained the upper hand by learning to deal with the increasing complexity of world circumstances. Globalization, risk analysis, financial leveraging and technological changes all come together to create opportunities for Performers to command skyrocketing salaries. Another justification for the higher wages is the increasing amount of stress that must be dealt with to succeed.
In the second stage, where we identify with being outwardly successful, our Secondary Creative Expression emerges. Our Secondary is how we drive ourselves to be successful. Initially, it is the main expression that is seen and accepted by others. When we do our Secondary Creative Expression we experience both the positive and negative effects of demanding that others engage us. On the positive side, people listen to us more and see that we can contribute to them. On the negative side, when we overdo or underdo our expression we create polarization about how we perform our job. We learn the lesson of Autonomy and discover how to share our Truth harmlessly. Our experience of Power is limited to the degree that others appreciate, acknowledge and trust us to do our job. The more we use Power defensively over others, the more it creates separation and isolation.
The obstacles on this path require becoming more embodied in our natural way of contributing (known as the Seven Lessons of Secondary Expression). We usually become more successful, which increases our attachment to material things and promotes a sense of insecurity about our ability to live without these benefits. One indicator of this insecurity is an over-reliance on insurance (life, medical, housing, etc.) to offset risks. Most individuals are not willing to take the chance of possibly losing their image of success in the pursuit of the true authentic fulfillment (that comes with the third and fourth stages).