 |
The leader-as-partner, having trust in his subordinates, is comfortable distributing the power to them…
|
417 |
 |
…giving can be more powerful – and less dangerous – than most people believe.
|
9 |
 |
…networks come with three major advantages: private information, diverse skills, and power.
|
30 |
 |
When takers deal with powerful people, they become convincing fakers. Takers want to be admired by influential superiors, so they go out of their way to charm and flatter.
|
32 |
 |
When kissing up, takers are often good fakers.
|
32 |
 |
Research shows that as people gain power, they feel large and in charge: less constrained and freer to express their natural tendencies.
|
33 |
 |
As takers gain power, they pay less attention to how they’re perceived by those below and next to them; they feel entitled to pursue self-serving goals and claim as much value as they can.
|
33 |
 |
Powerless communicators tend to speak less assertively, expressing plenty of doubt and relying heavily on advice from others.
|
130 |
 |
Asking questions is a form of powerless communication that givers adopt naturally. Questions work especially well when the audience is already skeptical…
|
139 |
 |
…when people have to work closely together, such as in teams… powerless speech is actually more influential than powerful speech.
|
144 |
