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Read "Give and Take Why Helping Others Drives Our Success" by Adam Grant available from Rakuten Kobo. Sign up today and get $5 off your. In Give and Take, Adam Grant, an award-winning researcher and business theorists, and corporate leaders, Give and Take opens up an. Give and Take changes our fundamental understanding of why we succeed, offering a new model for our relationships with colleagues, clients and competitors.

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PDF Drive is your search engine for PDF files. As of today we have 83,, eBooks for you to download for free. No annoying ads, no download limits, enjoy . Give and Take: Why Helping Others Drives Our Success by Adam Grant. Read online, or download in secure EPUB format. Editorial Reviews. From Booklist. An academic, Grant explains that added to hard work, talent, and luck, highly successful people need the ability to connect with.

Learn more about giving cultures, engagement, efficiency, and collaboration at work. Its premise was simple: helping others can and does drive our success. In this free ebook, learn how a technology platform called Givitas, co-founded by Adam Grant, Wayne Baker, and Cheryl Baker, can help you put seven key principles from the book into action in your enterprise. Download Ebook How to Ask for Help at Work Asking for help leads to knowledge, ideas, information, advice, and the opportunities that we need to get our work done, yet many of us have trouble asking. This free ebook provides practical advice and information on: The individual and team benefits that accrue when people are willing to ask for help at work. How to help your team get over the discomfort and vulnerability of asking for help. Specific tips that make asking for help easier and more likely to result in good information.

Furthermore, takers tend to dismiss low performers as not possibly being able to help the taker. This creates vicious cycles where takers fail to provide encouraging support. Matchers value reciprocity, so when they see someone of high potential, they do provide support in hopes of returned favors later. By default, givers tend to be optimistic and see everyone as bloomers. All people are diamonds in the rough until proven otherwise. Givers provide encouraging support broadly.

Talent Is Overrated — Grit is Important One reason takers and matchers tend to undervalue potential is that they overemphasize current performance and talent. After all, they want to extract value now. Instead, research has shown that orthogonal character traits like interest and grit make a big difference. Interest drives people to develop skill in the first place. And grit keeps them pushing through setbacks and difficulties.

Both character traits can be nurtured by early teachers who are caring and patient. Teachers who can spark the interest and provide positive experiences set the foundation for developing skill.

Then teachers who set high expectations and push them past limits inculcate grit. Givers tend to be these supportive teachers. If takers know this, will they simply select on grit rather than current performance?

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Possibly, but they may be at a disadvantage by not creating the environment that nurtures talent growth. So with limited time, how can givers focus on people with true promise? And how do they avoid the escalation of commitment to investment in a person? Escalation of commitment is a powerful force that pushes people to throw good money after bad. There are four factors here : Ego threat — the biggest factor. Sunk cost fallacy — you weigh your past losses in your decisionmaking, rather than re-initiating a decision.

Project completion — a desire to follow through and finish In many cases, escalation of commitment to a bad decision is worse for the group, but better in the short-term for the individual in terms of disguising mistakes and massaging ego.

Takers are more vulnerable to ego threat than givers are. Cutting off a bad investment makes them look foolish and can incur big personal costs like a loss of a promotion. Thus continuing the bad investment allows the taker to continue hiding the prospect of failure. In contrast, givers are more concerned about achieving the goals of the group than about ego. Thus, givers are more willing to admit personal mistakes and de-escalate commitment.

Givers do this naturally. Furthermore, takers tend to discount constructive feedback that harms their ego. In an experiment, subjects were identified as givers or takers, then made decisions on how to solve problems. All participants received a random score indicating they were below or above average, then given a suggestion to delegate more.

By avoiding constructive feedback, takers continuously entrench into their former decisions, as doing otherwise would deflate their ego in being correct. Takers want to be the smartest people in the room. In contrast, givers care about the performance of the group and focus more on the organizational consequences of their decisions. Thus, they take in as much data and disconfirming evidence as they can to make better decisions, even at the short term expense of their ego and reputation.

Stu Inman was a basketball scout for the Portland Trail Blazers and is seen as key to building the team that won the championship in As a college coach, he cared about talent development and made room for gritty players even if they lacked talent.

As an NBA scout, he fought common wisdom and used psychological analyses to find gritty players, rather than focusing on upfront performance. This led to picks like Bill Walton and Clyde Drexler. They had their share of mistaken picks. But Inman was receptive to negative feedback and to admitting his mistakes.

After making bad picks, other NBA teams tended to play their picks more than they should have, in an effort to prove their ego correct and out of ego-protecting denial that they had made a mistake. In contrast, the Blazers played their bad picks less than average, thus de-escalating their commitment.

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In contrast, Michael Jordan, despite being the best known basketball player of all time, was a classic taker on and off the court. While playing, he was known as being egotistical and selfish. He bristled under constructive feedback and was criticized at his Hall of Fame speech for thanking few people and excoriating his doubters. As an executive for the Washington Wizards, Jordan made a bad first pick in Kwame Brown, who never lived up to potential.

When Jordan owned the Charlotte Bobcats, he signed Brown again. The Bobcats gave Brown more minutes than ever, but he struggled to thrive.

Jordan kept throwing good money after bad, unable to admit his mistake and stinging under the increasing criticisms about his management. Powerful communication tries to establish dominance, and takers are attracted to this style.

They speak loudly and forcefully, express certainty, promote accomplishments, and have large body language.

Give and Take (Kobo eBook)

Picture a military general issuing orders. Powerless communication tries to build prestige and admiration, and givers are attracted to this style. Picture a warm, supportive teacher. In Give and Take, Adam Grant examines how givers and powerless communicators succeed in four areas: presenting, selling, persuading, and negotiating. In sum, powerless communication is effective because people are naturally skeptical of intentions, bristle at being ordered around, and have their own egos to protect.

By asking questions and indicating vulnerability, givers become approachable, show reception to new ideas, and learn new information that helps them persuade. Presenting When giving a presentation, revealing vulnerability and humanity make you approachable and get people to empathize with you.

In contrast, takers worry that showing vulnerability will limit their ability to gain dominance. Their powerful communication, however, can clash with other people who want to assert dominance, or when the audience is skeptical of your influence, and the message gets lost. Powerless communication only works, however, if you signal your competence in other ways, such as credentials or the content of your speech.

This is the pratfall effect. It turns out givers are the most effective salespeople , showing higher results across industries like insurance and pharmaceuticals. Givers want to help their customers solve their problems, and they use powerless communication to achieve it. Adam Grant gives an example of an optician who approached a woman skeptical of downloading expensive multifocal glasses.

After asking questions about her daily sight problems and her potential use cases, the optician realizes she has a misconception that the glasses can only be used part of the day.

He ultimately makes the sale. A giving, powerless approach guides you to making your own conclusions. I try to walk jurors up to that line, drop them off, and let them make up their own minds. Thus by asking questions, givers inspire joy in the talker and enable introspection leading to a conclusion.

Persuading In collaborative work, powerless communication provides a safe space for new ideas. From a classic giver point of view, this signals that the speaker cares primarily about the goals of the group, rather than about personal ego. This is especially true in collaborative work, where people work together to achieve the same goal. In these scenarios, takers undermine group performance and stifle information sharing.

Powerful speech here tends to signal that the taker cares primarily about asserting dominance and ego, not about the good of the group. Cited studies show that powerless speech engenders more respect and influence in collaborative work, and when a group is passive. In contrast, when the work is independent and employees are passive, powerful speech is effective. Over time, powerless speech can allow you to build a reputation as a helpful contributor, rather than a competitor vying for political power.

What do you think of this line? Advice seeking combines expressing vulnerability, asking questions, and talking tentatively. Naturally, takers tend to avoid advice seeking because it jeopardizes their appearance of control and harms their ego of knowing all the answers. Advice seeking has four benefits: Learning: The advice giver is prompted to clarify details to give the best advice. The advisee benefits from this expanded knowledge.

This creates empathy for the advice seeker rather than setting up an adversarial structure. Flattery: When you ask for someone for advice, you grant her prestige by showing you admire her knowledge and wisdom. It makes her feel important.

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Takers love having their ego massaged. Matchers like racking up credits they can use later. Givers feel helpful. This is a must read. I've noticed for years that generosity generates its own kind of equity, and Grant's fascinating research and engaging style have created not only a solid validation of that principle but also practical wisdom and techniques for utilizing it more effectively.

This is a super manifesto for getting meaningful things done, sustainably. This important and compulsively-readable book deserves to be a huge success. In this elegant and lucid book, filled with compelling evidence and evocative examples, Adam Grant shows us why and how this is so.

Highly recommended! Give and Take is the smart surprise you can't afford to miss. Grant demonstrates how a generous orientation toward others can serve as a formula for producing successful leaders and organizational performance.

His writing is as engaging and enjoyable as his style in the classroom. With page-turning stories and compelling studies, Give and Take reveals the surprising forces behind success, and the steps we can take to enhance our own.

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Grant shows us the importance of nurturing and encouraging prosocial behaviors. Well-researched, generous, actionable and important. Adam Grant has given us a gift, a hard-hitting book about the efficacy of connection and generosity in everything we do.

Unfortunately in America, we have too often succumbed to the worldview that if everyone behaved in their own narrow self-interest, all would be fine. Adam Grant shows us with compelling research and fascinating stories there is a better way.

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En route you will find yourself re-examining your own life. Read it yourself, then give copies to the people you care most about in this world. Adam Grant offers a captivating window into innovative principles that drive effectiveness at every level of an organization and can immediately be put into action. Along with being a fascinating read, this book holds the key to a more satisfied and productive workplace, better customer relationships, and higher profits.

Reading Adam Grant's compelling book will change the way doctors doctor, managers manage, teachers teach, and bosses boss.