Writing -WHY HELPING OTHERS DRIVES OUR SUCCESS ADAM GRANT

QUESTION

WHY HELPING OTHERSDRIVES OUR SUCCESSADAM GRANT" AS BRILLIANT AS IT IS WISE, THIS IS NOT JUSTA BOOK-IT ‘ S A NEW AND SHINING WORLDYIEW. "-SUSAN CAIN, AUTHOR OF QUIETPraise for Give and TakeAmazon’s Best Books of2013 • Oprah’s Riveting Reads • Fortune’s 5 Must-Read ,Business Books • Inc.’s Best Books of 2013 for Entrepreneurs • Forbes’s MostDynamic Social Innovation Initiatives of 2013 • New York Times Magazine coverstory: "Is Giving the Secret to Getting Ahead?" • Bestseller lists: New York Times,Wall Street journal, Washington Post, USA Today, Publisher’s Weekly, and more •Translated into two dozen languagesGive and Take just might be the most important book of this young century. As inightful and entertaining as Malcolm Gladwell at his best, this book has profound imHcations for how we manage our careers, deal with our friends and relatives, raise• r children, and design our institutions. This gem is a joy to read, and it shatters theu1yth that greed is the path to success."-Robert Sutton, author of The No *sshole Rule and Good Boss, Bad BossGive and Take is a very interesting book. .. . I can’t put it down."- Ryan Seacrest, host of American Idol, radio personality, and producerIn this riveting and sparkling book, Adam Grant turns the conventional wisdompside-down about what it takes to win and get ahead. With page-turning stories and)mpelling studies, Give and Take reveals the surprising forces behind success, and the:eps we can take to enhance our own."- Laszlo Bock, senior vice president of people operations, Google’;ive and Take is a pleasure to read, extraordinarily informative, and will likely be)me one of the classic books on workplace leadership and management. It has1anged the way I see my personal and professional relationships."- Jeff Ashby, NASA space shuttle commander>acked with cutting-edge research, concrete examples, and deep insight, Give andtke offers extraordinarily thought-provoking- and often surprising-conclusionslOUt how our interactions with others drive our success and happiness. This impornt and compulsively readable book deserves to be a huge success."- Gretchen Rubin, author of The Happiness Project and Happier at Homerive and Take is an enlightening read for leaders who aspire to create meaningful andstainable changes to their environments. Grant demonstrates how a generous orittation toward others can serve as a formula for producing successful leaders and or.nizational performance. His writing is as engaging and enjoyable as his style in the1ssroom."-Kenneth Frazier, chairman, president, and CEO, Merck & Co.Vith Give and Take, Adam Grant has marshaled compelling evidence for a revolumary way of thinking about personal success in business and in life. Besides thendamentally uplifting character of the case he makes, readers will be delighted bye truly engaging way he makes it. This is a must-read."-Robert Cialdini, author of Influence"Give and Take cuts through the clutter of cliches in the marketplace and providesa refreshing new perspective on the art and science of success. Adam Grant hascrafted a unique, ‘must have’ toolkit for accomplishing goals through collaborationand reciprocity."- William P. Lauder, executive chairman, The Estee Lauder Companies Inc."Good guys finish first-and Adam Grant knows why. Give and Take is the smart surprise you can’t afford to miss."- Daniel Gilbert, author of Stumbling on Happiness"One of my favorite new business discoveries of 2013."- Claire Diaz-Ortiz, manager of social innovation, Twitter,and author of Twitter for Good"Give and Take is a brilliant, well-documented, and motivating debunking of ‘goodguys finish last’! With fascinating research, engaging style, and practical wisdom, thisis a super manifesto for getting meaningful things done, sustainably."- David Allen, author of Getting Things Done"An important book, destined to be a classic."-Stephen Roulac, New York journal ofBooks"Give and Take is … garnering plaudits for the rigor of its science, the freshness of its- Leigh Buchanan, Inc.arguments, and the pleasure ofits prose.". They amaze and instruct. . . ."Give and Take is just brimming with studies.Thoughtful and well-researched . . . a book that means something."- Bryan Urstadt, Bloomberg BusinessWeek"Grant’s extraordinary book [is] my favorite on behavior since Quiet."-Kare Anderson, Forbes"I was so enticed by Grant’s research that I decided to enlist him to help me increasemy giving."-Joel Stein, Time"Because I was reading Adam Grant’s book … I became much more self-consciousabout trying to connect people …. I was surprised by how often it turned out to beuseful to both sides."-Susan Dominus, The New York Times"Give and Take … wields a large body of social science research … to challenge theidea that career success is a zero-sum game in which your gains equal my losses … .Grant explodes that myth."-Emily Esfahani Smith, The Atlantic"It can seem like clawing your way to the top requires taking anything from anyoneuntil you get there. Thankfully, Grant’s research reveals that that is NOT the roadmap to success."-Lauren Grillo, MTV"Give and Take defines a road to success marked by new ways of relating to colleaguesand customers as well as new ways of growing a business."-Tony Hsieh, CEO, Zappos.com, and author of Delivering Happiness"One of the great secrets of life is that those who win most are often those who givemost. In this elegant and lucid book, filled with compelling evidence and evocativeexamples, Adam Grant shows us why and how this is so. Highly recommended!"-William Ury, coauthor of Getting to Yes and author of The Power ofa Positive No"Adam Grant has written a landmark book that examines what makes some extraordinarily successful people so great. By introducing us to highly impressive individuals, he proves that, contrary to popular belief, the best way to climb to the top of theladder is to take others up there with you. Give and Take presents the road to successfor the twenty-first century."-Maria Eitel, founding CEO and president, Nike Foundation"Give and Take dispels commonly held beliefs that equate givers with weakness andtakers with strength. Grant shows us the importance of nurturing and encouragingprosocial behaviors."- Dan Ariely, author of Predictably Irrational"Give and Take presents a groundbreaking new perspective on success. Adam Grantoffers a captivating window into innovative principles that drive effectiveness at everylevel of an organization and can immediately be put into action. Along with being afascinating read, this book holds the key to a more satisfied and productive workplace,better customer relationships, and higher profits."-Chip Conley, founder ofjoie de Vivre Hotels, head of global hospitalityfor Airbnb, and author of Peak and Emotional Equations"Adam Grant, a rising star of positive psychology, seamlessly weaves together scienceand stories of business success and failure, convincing us that giving is in the long runthe recipe for success in the corporate world. En route you will find yourself reexamining your own life. Read it yourself, then give copies to the people you care most-Martin Seligman, author of Learned Optimism and Flourishabout in this world.""Give and Take will fundamentally change the way you think about success. Unfortunately in America, we have too often succumbed to the worldview that if everyonebehaved in their own narrow self-interest, all would be fine. Adam Grant shows uswith compelling research and fascinating stories there is a better way."-Lenny Mendonca, director, McKinsey & Co."Give and Take is a game changer. Reading Adam Grant’s compelling book will changethe way doctors doctor, managers manage, teachers teach, and bosses boss. It will:reate a society in which people do better by being better. Read the book and change:he way you live and work."-Barry Schwartz, author of The Paradox ofChoice and Practical Wisdom"Give and Take is a new behavioral benchmark for doing business for better, providingan inspiring new perspective on how to succeed to the benefit of all. Adam Grant provides great support for the new paradigm of creating a ‘win win’ for people, planet,and profit with many fabulous insights and wonderful stories to get you fully hookedand infected with wanting to give more and take less."- Jochen Zeitz, former CEO and chairman, PUMA"Give and Take is a real gift. Adam Grant delivers a triple treat: stories as good as a wellwritten novel, surprising insights drawn from rigorous science, and advice on usingthose insights to catapult ourselves and our organizations to success. I can’t think ofanother book with more powerful implications for both business and life."- Teresa Amabile, author of The Progress Principle"What The No *sshole Rule did for corporate culture, Give and Take does for each of us asindividuals. Grant presents an evidence-based case for the counterintuitive link between generosity and finishing first."-Douglas Stone and Sheila Heen, coauthors of Dijficult Conversations"Adam Grant is a wunderkind. He has won every distinguished research award andteaching award in his field, and his work has changed the way that people see theworld. If you want to be surprised- very pleasantly surprised-by what really drivessuccess, then Give and Take is for you. If you want to make the world a better place,read this book. If you want to make your life better, read this book."- Tal Ben-Shahar, author of Happier"In one of the most engaging and insightful books I’ve read in years, Adam Grantmakes a persuasive argument for a counterintuitive approach to success. Give and Takeis an ‘instant classic’ that should be read by anyone who wants to be more productive-Noah Goldstein, author of Yes!and happier-in the office or at home.""Give and Take . .. makes a compelling case that people who give without expectinganything in return actually turn out not only to feel better for having done so, but alsoto be more successful."-Tony Schwartz, coauthor of The Power ofFull Engagement and The Art ofthe Deal"Give and Take is sensational, with fascinating insights on page after page. I learnedmuch that I intend to incorporate into my life immediately. The lessons will not onlymake you a better person; they will make you more capable of doing good for manypeople, including yourself."- Rabbi joseph Telushkin, author ofjewish Literacy and A Code of]ewish Ethics"Adam Grant is the first to define what has changed about relationships in a digitalage- and he backs it up with empirical evidence. In Give and Take, he brilliantly demonstrates that in our deeply interconnected world, the roots of sustainable success liein creating success for those around you. It’s one of those rare books that is both enlightening and immensely practical. You’ll want to read and revisit it every year."- Paul Saffo, managing director of Foresight and member,World Economic Forum Council on Strategic ForesightPENGUIN BOOKSGIVE AND TAKEAdam Grant is the youngest full professor and single highest-ratedteacher at The Wharton School. His consulting and speaking clients include Google, the NFL, Goldman Sachs, Merck, Pixar, Facebook, theWorld Economic Forum, the United Nations, and the U.S. Army andNavy. He has been honored as one of BusinessWeek’s favorite professors,one of the world’s top forty business professors under forty, and one ofMalcolm Gladwell’s favorite social science writers. He holds a PhD inorganizational psychology from the University of Michigan and a BAfrom Harvard University and is a former record-setting advertising director, junior Olympic springboard diver, and professional magician.Visit www.giveandtake.com.GIVE AND TAKEWhy Helping Others Drives Our SuccessAdam GrantPENGUIN BOOKSPENGUIN BOOKSPublished by the Penguin GroupPenguin Group (USA) LLC375 Hudson StreetNew York, New York 10014USA I Canada I UK I Ireland I Australiapenguin.comA Penguin Random House CompanyI New Zealand I India I South Africa I ChinaFirst published in the United States of America by Viking Penguin,a member of Penguin Group (USA) Inc., 2013Published in Penguin Books 2014Copyright 0 2013 by Adam Grant.Penguin supports copyright. Copyright fuels creativity, encourages diverse voices, promotes free speech, and createsa vibrant culture. Thank you for buying an authorized edition of this book and for complying with copyright lawsby not reproducing, scanning, or distributing any part of it in any form without permission. You are supportingwriters and allowing Penguin to continue to publish books for every reader.Photograph of)on Huntsman: Huntsman International LLC. Used by permission.Photograph of Kenneth Lay: Enron 1997 annual report.THE LIBRARY OF CONGRESS HAS CATALOGED THE HARDCOVER EDITION AS FOLLOWS:Grant, Adam M.Give and take : the hidden social dynamics of success I Adam M. Grant.p. em.Includes bibliographical references and index.ISBN 978-0-670·02655-5 (he.)ISBN 978-0-14-312498-6 (pbk.)I. Success-Psychological aspects. 2. Success in business- Psycological aspects.3. Interpersonal relations-Psychological aspects. 4. Social networks-Psychological aspects.BP637.S8G6855 2013158.2-dc232012039995Printed in the United States of America10987 6 543Book design by Carla Bolte1. Title.In memory of my friendJEFF ZASLOWwho lived his life as a role model for the principles in this book.CONTENTS1 Good Returns .. . . 1The Dangers and Rewards of Giving More Than You Get2 The Peacock and the Panda. . . 27How Givers, Takers, and Matchers Build Networks3 The Ripple Effect . .61Collaboration and the Dynamics ofGiving and Taking Credit4 Finding the Diamond in the Rough .. .. . . . .. 94The Fact and Fiction ofRecognizing Potential5 The Power of Powerless Communication . . .. .. . 126How to Be Modest and Influence People6 The Art of Motivation Maintenance. 155Why Some Givers Burn Out but Others Are On Fire7 Chump Change . .. 186Overcoming the Doormat Effect8 The Scrooge Shift .. 216Why a Soccer Team, a Fingerprint, and a NameCan Tilt Us in the Other Direction9 Out of the Shadows .. 250Actions for Impact261Acknowledgments269ReferencesIndex2732971Good Returns~~—~he Dangers and Rewards of Giving More Than You GetThe principle ofgive and take; that is diplomacy-give one and take ten.- Mark Twain, author and humoristOn a sunny Saturday afternoon in Silicon Valley, two proud fathers stoodon the sidelines of a soccer field. They were watching their young daughters play together, and it was only a matter of time before they struck up aconversation about work. The taller of the two men was Danny Shader, aserial entrepreneur who had spent time at Netscape, Motorola, and Amazon. Intense, dark-haired, and capable of talking about business forever,Shader was in his late thirties by the time he launched his first company,and he liked to call himself the "old man of the Internet." He loved buildingcompanies, and he was just getting his fourth start-up off the ground.Shader had instantly taken a liking to the other father, a man namedDavid Hornik who invests in companies for a living. At 5’4", with dark hair,glasses, and a goatee, Hornik is a man of eclectic interests: he collects Alicein Wonderland books, and in college he created his own major in computermusic. He went on to earn a master’s in criminology and a law degree, andafter burning the midnight oil at a law firm, he accepted a job offer to join aventure capital firm , where he spent the next decade listening to pitchesfrom entrepreneurs and deciding whether or not to fund them.During a break between soccer games, Shader turned to Hornik andsaid, "”m working on something-do you want to see a pitch?" HorniklIGive and Takespecialized in Internet companies, so he seemed like an ideal investor toShader. The interest was mutual. Most people who pitch ideas are first-timeentrepreneurs, with no track record of success. In contrast, Shader was ablue-chip entrepreneur who had hit the jackpot not once, but twice. In1999, his first start-up, Accept.com, was acquired by Amazon for $175 million. In 2007, his next company, Good Technology, was acquired by Motorola for $500 million. Given Shader’s history, Hornik was eager to hearwhat he was up to next.A few days after the soccer game, Shader drove to Hornik’s office andpitched his newest idea. Nearly a quarter of Americans have troublemaking online purchases because they don’t have a bank account or creditcard, and Shader was proposing an innovative solution to this problem.Hornik was one of the first venture capitalists to hear the pitch, and rightoff the bat, he loved it. Within a week, he put Shader in front of his partnersand offered him a term sheet: he wanted to fund Shader’s company.Although Hornik had moved fast, Shader was in a strong position. GivenShader’s reputation, and the quality of his idea, Hornik knew plenty of investors would be clamoring to work with Shader. "You’re rarely the onlyinvestor giving an entrepreneur a term sheet," Hornik explains. "You’recompeting with the best venture capital firms in the country, and trying toconvince the entrepreneur to take your money instead of theirs."The best way for Hornik to land the investment was to set a deadlinefor Shader to make his decision. If Hornik made a compelling offer witha short fuse, Shader might sign it before he had the chance to pitch to otherinvestors. This is what many venture capitalists do to stack the odds intheir favor.But Hornik didn’t give Shader a deadline. In fact, he practically invitedShader to shop his offer around to other investors. Hornik believed thatentrepreneurs need time to evaluate their options, so as a matter of principle, he refused to present exploding offers. "Take as much time as youneed to make the right decision," he said. Although Hornik hoped Shaderwould conclude that the right decision was to sign with him, he put Shader’s best interests ahead of his own, giving Shader space to explore otheroptions.Good ReturnsI3Shader did just that: he spent the next few weeks pitching his idea toother investors. In the meantime, Hornik wanted to make sure he was stilla strong contender, so he sent Shader his most valuable resource: a list offorty references who could attest to Hornik’s caliber as an investor. Hornikknew that entrepreneurs look for the same attributes in investors that weall seek in financial advisers: competence and trustworthiness. When entrepreneurs sign with an investor, the investor joins their board of directorsand provides expert advice. Hornik’s list of references reflected the blood,sweat, and tears that he had devoted to entrepreneurs over the course ofmore than a decade in the venture business. He knew they would vouchfor his skill and his character.A few weeks later, Hornik’s phone rang. It was Shader, ready to announce his decision.’Tm sorry," Shader said, "but I’m signing with another investor."The financial terms of the offer from Hornik and the other investorwere virtually identical, so Hornik’s list of forty references should havegiven him an advantage. And after speaking with the references, it wasclear to Shader that Hornik was a great guy.But it was this very same spirit of generosity that doomed Hornik’s case.Shader worried that Hornik would spend more time encouraging him thanchallenging him. Hornik might not be tough enough to help Shader start asuccessful business, and the other investor had a reputation for being a brilliant adviser who questioned and pushed entrepreneurs. Shader walkedaway thinking, "I should probably add somebody to the board who willchallenge me more. Hornik is so affable that I don’t know what he’ll be likein the boardroom." When he called Hornik, he explained, "My heart saidto go with you, but my head said to go with them. I decided to go with myhead instead of my heart."Hornik was devastated, and he began to second-guess himsel£ ‘:Am I adope? Ifi had applied pressure to take the term sheet, maybe he would havetaken it. But I’ve spent a decade building my reputation so this wouldn’thappen. How did this happen?"David Hornik learned his lesson the hard way: good guys finish last.Or do they?~IGive and Take* * *:ztccording to conventional wisdom, highly successful people have threethings in common: motivation, ability, and opportunity. If we want to succeed, we need a combination of hard work, talent, and luck. The story ofDanny Shader and David Hornik highlights a fourth ingredient, one that’scritical but often neglected: success depends heavily on how we approachour interactions with other people. Every time we interact with anotherperson at work, we have a choice to make: do we try to claim as mucvalue as we can, or contribute value without worrying about what we receive in return?As an organizational psychologist and Wharton professor, I’ve dedicated more than ten years of my professional life to studying these choicesat organizations ranging from Coogle to the U.S. Air Force, and it turnsout that they have staggering consequences for success. Over the past threedecades, in a series of groundbreaking studies, social scientists have discovered that people differ dramatically in their preferences for reciprocitytheir desired mix of taking and giving. To shed some light on thesepreferences, let me introduce you to two kinds of people who fall at opposite ends of the reciprocity spectrum at work. I call them takers and givers.Takers have a distinctive signature: they like to get more than they give.hey tilt reciprocity in their own favor, putting their own interests aheadof others’ needs. Takers believe that the world is a competitive, dog-eat-dogplace. They feel that to succeed, they need to be better than others. Toprove their competence, they self-promote and make sure they get plentyof credit for their efforts. Garden-variety takers aren’t cruel or cutthroat;they’re just cautious and self-protective. "Ifl don’t look out for myself first,"t ers think, "no one will.~ad David Hornik been more of a taker, hewould have given Danny Shader a deadline, putting his goal oflanding theinvestment ahead of Shader’s desire for a flexible timeline.But Hornik is the opposite of a taker; he’s a giver. In the workplace, giversare a relatively rare breed. They tilt reciprocity in the other direction, preferring to give more than they get. Whereas takers tend to be self-focused,evaluating what other people can offer them, givers are other-focused,-Good ReturnsI5aying more attention to what other people need from them. These prefernces aren’t about money: givers and takers aren’t distinguished by howmuch they donate to charity or the compensation that they command fromtheir employers. Rather, givers and takers differ in their attitudes and actions toward other people. If you’re a taker, you help others strategically,when the benefits to you outweigh the personal costs. If you’re a giver, youmight use a different cost-benefit analysis: you help whenever the benefitsto others exceed the personal costs. Alternatively, you might not thinkabout the personal costs at all, helping others without expecting anythingin return. If you’re a giver at work, you simply strive to be generous insharing your time, energy, knowledge, skills, ideas, and connections withother people who can benefit from them.It’s tempting to reserve the giver label for larger-than-life heroes such asMother Teresa or Mahatma Gandhi, but bein a iver doesn’t re uire extraordinar actse. It just involves a focus on acting in the interests of others, such as by giving help, providing mentoring, sharing credit,l[ or making connections for otherstOutside the workplace, this type of behavior is quite common. According to research led by Yale psychologistClark, most people act like givers in close relationships. In marages and friendships, we contribute whenever we can without keeping~argareto.:_e),…….-But in the workplace, give and take becomes more complicated. Profesl £.sionally, few of us act purely like givers or takers, adopting a third style in_/ ~stead. We become matchers, striving to preserve an equal balance of givin…

ANSWER:

REQUEST HELP FROM A TUTOR