According to conventional wisdom, highly successful people have three things in common: motivation, ability, and opportunity. Here is a fourth ingredient that’s critical but often neglected: success depends heavily on how we approach our interactions with other people. Every time we interact with another person at work, we have a choice to make: do we try to claim as much value as we can, or contribute value without worrying about what we receive in return?
“An important book, destined to be a classic.”
In his book Give and Take: A Revolutionary Approach to Success, professor Adam Grant examines the most successful individuals in a variety of fields and finds one thing they all have in common, they are givers.
Though Grant acknowledges that taking is sometimes necessary, for most people, giving is not only the best way to succeed professionally, but to be happy.
Adam Grant has a message for us, a big message: Success does not have to come at someone else’s expense.
Adam Grant provides the perfect combination of storytelling and research to enable the reader to apply the principles of Give and Take. He provides the groundwork for shifting society’s fundamental ideas about how to succeed!
This is a substantive read, but Grant weaves in real-life stories to support his evidence as well as any author you will find.
Most people want to make a difference in their lives and you’re probably no exception. However, good intentions can all too easily lead to bad outcomes. The challenge for us is: When we try to help others, how can we ensure that we do so as effectively as possible? How can
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A stunning new approach to how individuals can not only change their lives for the better in the workplace, but also their lives away from the office, including (but not limited to) finding ways to improve one's working relationship with others, one's overall health, outlook on life, and so on.
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According to conventional wisdom, highly successful people have three things in common: motivation, ability, and opportunity.
Takers have a distinctive signature: they like to get more than they give. They tilt reciprocity in their own favor, putting their own interests ahead of others’ needs.
In the workplace, givers are a relatively rare breed. They tilt reciprocity in the other direction, preferring to give more than they get.
Professionally, few of us act purely like givers or takers, adopting a third style instead. We become matchers, striving to preserve an equal balance of giving and getting.
Givers’ networking style stands in stark contrast to the way that takers and matchers tend to build and extract value from their connections.
Matchers tend to build smaller networks than either givers, who seek actively to help a wider range of people, or takers, who often find themselves expanding their networks to compensate for bridges burned in previous transactions.
Takers and matchers make hard-and-fast assumptions about just who will be able to provide the most benefit in exchange.
The hallmark of originality is rejecting the default and exploring whether a better option exists. The starting point is curiosity: pondering why the default exists in the first place. We’re driven to question defaults when we experience vuja de, the opposite of déjà vu. Déjà vu occurs when we encounter something
Hidden Potential offers a new framework for raising aspirations and exceeding expectations. Adam Grant weaves together groundbreaking evidence, surprising insights, and vivid storytelling that takes us from the classroom to the boardroom, the playground to the Olympics, and underground to outer space. He shows that progress depends less on how hard you