Give and Take: A Revolutionary Approach to Success
Adam M. Grant
Top 10 Best Quotes
“givers always score high on other-interest, but they vary in self-interest. There are two types of givers, and they have dramatically different success rates. Selfless givers are people with high other-interest and low self-interest. They give their time and energy without regard for their own needs, and they pay a price for it. Selfless giving is a form of pathological altruism, which is defined by researcher Barbara Oakley as “an unhealthy focus on others to the detriment of one’s own needs,” such that in the process of trying to help others, givers end up harming themselves.”
“Teachers’ beliefs created self-fulfilling prophecies. When teachers believed their students were bloomers, they set high expectations for their success. As a result, the teachers engaged in more supportive behaviors that boosted the students’ confidence and enhanced their learning and development”
“the higher the psychological safety in a unit, the fewer errors they made. Why? In the units that lacked psychological safety, health care professionals hid their errors, fearing retribution. As a result, they weren’t able to learn from their mistakes. In the units with high psychological safety, on the other hand, reporting errors made it possible to prevent them moving forward.”
“Talented people are attracted to those who care about them.”
“Research suggests that there are two fundamental paths to influence: dominance and prestige. When we establish dominance, we gain influence because others see us as strong, powerful, and authoritative. When we earn prestige, we become influential because others respect and admire us.”
“Research shows that takers harbor doubts about others’ intentions, so they monitor vigilantly for information that others might harm them, treating others with suspicion and distrust. These low expectations trigger a vicious cycle, constraining the development and motivation of others. Even when takers are impressed by another person’s capabilities or motivation, they’re more likely to see this person as a threat, which means they’re less willing to support and develop him or her.”
“When our audiences are skeptical, the more we try to dominate them, the more they resist. Even with a receptive audience, dominance is a zero-sum game: the more power and authority I have, the less you have.”
“Today, we have compelling evidence that interest precedes the development of talent. It turns out that motivation is the reason that people develop talent in the first place.”
“Three decades of research show that receiving support from colleagues is a robust antidote to burnout.”
“The true measure of a man is how he treats someone who can do him absolutely no good.”
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