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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 |
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It turns out that givers are the least vulnerable to the mistake of overinvesting in people…
|
112 |
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…once people make an initial investment of time, energy, or resources, when it goes sour, they’re at risk for increasing their investment.
|
113 |
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When an investment doesn’t pay off, even if the expected value is negative, we invest more.
|
113 |
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In response to ego threat, people invest more, hoping to turn the project into a success so they can prove to others – and themselves – that they were right all along.
|
113 |
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Research suggests that due to their susceptibility to ego threat, takers are more vulnerable to escalation of commitment than givers.
|
113 |
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Seeking advice is a subtle way to invite someone to make a commitment to us.
|
152 |
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…when they feel inclined to back down, successful givers are prepared to draw reserves of assertiveness from their commitments to the people who matter to them.
|
215 |
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One key to more flow in life comes when we align what we do with what we enjoy, as is the case with those fortunate folks whose jobs give them great pleasure.
|
22 |
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To get the disengaged workers any nearer the focused range demands upping their motivation and enthusiasm, evoking a sense of purpose, and adding a dollop of pleasure.
|
23 |
