For the last seven years, Adam Grant, a Wharton organizational psychologist, has been the highest-rated speaker. Give and Take is one of his highest-selling books. It has made good impressions on over 2 million readers worldwide and has been translated into 35 languages. You can easily download the pdf version of “Give and Take: WHY HELPING OTHERS DRIVES OUR SUCCESS” from our website.
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Give and Take Book Summary – PDF Download
The typical workplace consists of takers, matchers, and providers. Takers are those who act almost completely for their own selfish interests. When they interact with others, they ask themselves, “What can you do for me?” Matchmakers work on the principle of reciprocity, which implies that they give as much as they take. Fairness matcher guides interactions, with the idea that “if you do something for me, I’ll do something for you.” The third category, the givers, is made up of individuals who are recognized for helping others. The question that guides givers’ relationships is “What can I do for you?” According to Grant’s research, which was based on interviews with 30,000 people from a variety of professions and cultures, more than half of his respondents – 56 per cent – identified as matches. In his research, 19% of participants considered themselves to be takers, whereas 25% considered themselves to be givers.
IN THE FRONT ROW ARE THE GIVERS.
When Grant examined the data from his study, he was astounded to discover that the conventional “shark tank” model of commercial success had been turned on its head. While he realized that donors had the lowest academic and business ratings, he also recognized that they were the most successful. Furthermore, the existence of contributors was linked to stronger corporate performance and a more pleasant working environment, even when individual achievement was lower. Grant discovered that givers had a significant advantage over matches and takers when it came to creating networks, detecting and developing potential in others, and communicating effectively.
Contributors are responsible for the creation of solid and extensive networks. One of the main reasons is that they possess a history of helping others without expecting anything in return. As a consequence, when they need to reconnect with someone in their network, the other person is delighted to assist them. Takers and matches do not form strong networks in the same manner — takers often leave people with negative feelings, but matches limit future meetings since their previous connections were based on a debtor-debtor dynamic.
Givers are disproportionately productive in business situations because their giving natures allow them to improve the potential of others. People who aren’t focused on their personal development have more time to explore the latent potential of others. Because they trust the givers will put the group’s interests ahead of their own, the other members of the group thrive in group collaboration.
Another area where donations might help the organization succeed is communication. Giving people are effective marketers because they exhibit interest in the other person in their interactions, display vulnerability, and are easy to connect with. The communicator values others’ viewpoints, instil confidence in those around him and seeks counsel from those who may have something to contribute. Because the communicator supports others’ ideas, inspires confidence in those around him, and seeks input from those who may have something to say, “powerless communication,” which is commonly chosen by givers, wins over its listeners.
ESTABLISHING A GIVER-FRIENDLY WORKPLACE
If givers are the key to both productivity and wonderful workplace culture, how can managers build an environment where they can thrive? Grant outlines a number of practical strategies for ensuring that a nonprofit’s donors are motivated to contribute, resulting in less donor fatigue and a more pleasant working environment.
If the organization’s leadership fails to enthuse its employees, they may get disillusioned and burn out, fearing that only the sharks will survive. Management may help givers by assisting them in identifying restrictions and acknowledging the large and little favours that employees provide for others. Managers must also foster a giving and receiving culture in which team members aren’t afraid to ask for help or share their thoughts. According to Grant, the majority of donations begin with a cry for help, but due to a “lone ranger” mindset, these pleas are seldom fulfilled, leaving donors dissatisfied.
The last step in creating a giver-friendly culture is careful hiring. While it isn’t necessary to solely attract givers, Grant has found that a mix of donors and matches creates the best working environment. The most important aspect of joining a team is getting rid of the takers, not nurturing the creators. “In most cultures, a taker’s bad impact is typically double to triple the positive impact of one giving,” Grant observed. Corporations may keep takers out and foster a culture of giving by crafting interview questions to screen out takers and assessing how candidates treat others who are powerless to help them succeed in their professions.
Despite the fact that it may look paradoxical, Grant’s meticulous investigation has found that exceptional people and women are more likely to come in first. Giving is not just statistically recognized in the workplace; it is also a critical component in fostering a supportive, creative, and collaborative environment. Due to the contagious nature of giving, matchmakers usually abandon their goal of maintaining an equal balance of giving and receiving and instead begin giving without expecting anything in return. Even contributors may be influenced by the example provided by others in their immediate vicinity. By cultivating a giving culture in their interactions with colleagues and customers, both managers and workers may help alter their firm.
For years, we’ve been concentrating on the individual drivers of success: passion, hard work, talent, and luck. In today’s fast-paced environment, however, our ability to achieve is becoming more dependent on how we interact with others. In his book Give and Take, Adam Grant, an award-winning researcher and the highest-rated professor at Wharton, examines the perplexing dynamics that explain why some people soar to the top of the achievement ladder while others plummet to the bottom. Many important personalities such as scientists, business analysts, and corporate heads have hailed Give and Take as a game-changing approach.