 |
…through teamwork and simple and repeated social interaction, a work community is established: people who enjoy each other’s company and have a shared commitment…
|
355 |
 |
…analyses almost invariably show strong positive correlations between teamwork in organizations (as perceived by employees) and organization performance.
|
357 |
 |
…networks come with three major advantages: private information, diverse skills, and power.
|
30 |
 |
By developing a strong network, people can gain invaluable access to knowledge, expertise, and influence.
|
30 |
 |
Extensive research demonstrates that people with rich networks achieve higher performance ratings, get promoted faster, and earn more money.
|
30 |
 |
…while givers and takers may have equally large networks, givers are able to produce far more lasting value through their networks…
|
31 |
 |
Dormant ties are the neglected value in our networks, and givers have a distinctive edge over takers and matchers in unlocking this value.
|
51 |
 |
Otherish givers build up a support network that they can access for help when they need it.
|
178 |
 |
“…the growth of teamwork, service jobs, and social media has opened up new opportunities for givers to develop relationships and reputations that accelerate and amplify their success.”
|
256 |
 |
…meaningful work, especially the kind of creative effort needed to solve big problems, requires long, uninterrupted blocks of time.
|
39 |
