Escalation of commitment to a losing course of action. Over the past four decades, extensive research led by Staw shows that once people make an initial investment of time, energy, or resources, when...
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 othe...
Givers and takers differ in their attitudes and actions toward other people. If you’re a taker, you help others strategically, when the benefits to you outweigh the personal costs. If you’re a giver,...
Giving was the only characteristic to predict performance: it didn’t matter whether the salespeople were conscientious or carefree, extroverted or introverted, emotionally stable or anxious, and open-...
Highly successful people have three things in common: motivation, ability, and opportunity. If we want to succeed, we need a combination of hard work, talent, and luck.
Hiring stars is advantageous neither to stars themselves, in terms of their performance, nor to hiring companies in terms of their market value.
Identify high-potential people, and then provide them with the mentoring, support, and resources needed to grow to achieve their potential.
Physicist Max Planck once observed, A new scientific truth does not triumph by convincing its opponents and making them see the light, but rather because its opponents eventually die.
Powerless communication, marked by questions, is the defining quality of how givers sell.
Psychological safety—the belief that you can take a risk without being penalized or punished.
Questions are effective persuasive devices.
Research shows that people who regularly seek advice and help from knowledgeable colleagues are actually rated more favorably by supervisors than those who never seek advice and help.
Responsibility bias is a major source of failed collaborations. Professional relationships disintegrate when entrepreneurs, inventors, investors, and executives feel that their partners are not giving...
Responsibility bias occurs because we have more information about our own contributions than others’.
Seeking advice is among the most effective ways to influence peers, superiors, and subordinates.
Takers and matchers make hard-and-fast assumptions about just who will be able to provide the most benefit in exchange. At its core, the giver approach extends a broader reach, and in doing so enlarge...
Takers sometimes win in independent roles where performance is only about individual results, givers thrive in interdependent roles where collaboration matters.
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 res...
Two different ways to recognize takers. First, when we have access to reputational information, we can see how people have treated others in their networks. Second, when we have a chance to observe th...
Value the perspectives and interests of others, givers are more inclined toward asking questions than offering answers, talking tentatively than boldly, admitting their weaknesses than displaying thei...
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