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Give and Take:
…interest is what drives people to invest their time and energy in developing particular skills and bases of knowledge.
|
104 |
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Give and Take:
It turns out that motivation is the reason that people develop talent in the first place.
|
104 |
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Give and Take:
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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Give and Take:
…grit is a major factor that predicts how close [candidates] get to achieving their potential.
|
106 |
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Give and Take:
It turns out that givers are the least vulnerable to the mistake of overinvesting in people…
|
112 |
|
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Give and Take:
…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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Give and Take:
When an investment doesn’t pay off, even if the expected value is negative, we invest more.
|
113 |
|
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Give and Take:
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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Give and Take:
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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Give and Take:
…studies show that people actually make more accurate and creative decisions when they’re choosing on behalf of others than themselves.
|
114 |
