 |
Givers reject the notion that interdependence is weak. Givers are more likely to see interdependence as a source of strength, a way to harness the skills of multiple people for a greater good.
|
73 |
 |
This is a defining feature of how givers collaborate: they take on the tasks that are in the group’s best interest, not necessarily their own personal interests.
|
74 |
 |
Extensive research reveals that people who give their time and knowledge regularly to help their colleagues end up earning more raises and promotions…
|
74 |
 |
When givers put a group’s interests ahead of their own, givers earn the respect of their collaborators.
|
75 |
 |
…highly talented people tend to make others jealous, placing themselves at risk of being disliked, resented, ostracized, and undermined. But if these talented people are also givers, they no longer have a target on their backs.
|
75 |
 |
…research shows that givers get extra credit when they offer ideas that challenge the status quo.
|
76 |
 |
Just as matchers grant a bonus to givers in collaboration, they impose a tax on takers.
|
78 |
 |
…in creative work, givers are motivated to benefit others, so they find ways to put themselves in other…
|
88 |
 |
…successful givers shift their frames of reference to the recipient’s perspective. For most people, this…
|
89 |
 |
In roles as leaders and mentors, givers resist the temptation to search for talent first. By recognizing that anyone can be a bloomer, givers focus their attention on motivation.
|
105 |
