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Adam M.Grant Ph.d.

Give and Take: A Revolutionary Approach to Success

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  • Dinmukhamed Junussovalıntı yaptı5 yıl önce
    According to conventional wisdom, highly successful people have three things in common: motivation, ability, and opportunity. If we want to succeed, we need a combination of hard work, talent, and luck.
  • b7402846592alıntı yaptı2 yıl önce
    .

    Skender teaches accounting, but to call him an accounting professor doesn’t do him justice.
  • b7402846592alıntı yaptı3 yıl önce
    Sampson knew he was fighting an uphill battle
  • b7402846592alıntı yaptı3 yıl önce
    This is what many venture capitalists do to stack the odds in their favor.
  • b7402846592alıntı yaptı3 yıl önce
    In contrast, Shader was a blue-chip entrepreneur who had hit the jackpot not once, but twice.
  • b7402846592alıntı yaptı3 yıl önce
    after burning the midnight oil at a law firm
  • Adilbek Rustemovalıntı yaptı4 yıl önce
    When we treat man as he is, we make him worse than he is; when we treat him as if he already were what he potentially could be, we make him what he should be.
    —attributed to Johann Wolfgang von Goethe, German writer, physicist, biologist, and artist
  • Adilbek Rustemovalıntı yaptı4 yıl önce
    “Even when people are well intentioned,” writes LinkedIn founder Reid Hoffman, “they tend to overvalue their own contributions and undervalue those of others.” This responsibility bias is a major source of failed collaborations. Professional relationships disintegrate when entrepreneurs, inventors, investors, and executives feel that their partners are not giving them the credit they deserve, or doing their fair share.
  • Adilbek Rustemovalıntı yaptı4 yıl önce
    “Even when people are well intentioned,” writes LinkedIn founder Reid Hoffman, “they tend to overvalue their own contributions and undervalue those of others.”
  • Adilbek Rustemovalıntı yaptı4 yıl önce
    It appears that Jonas Salk made the same mistake as Frank Lloyd Wright: he saw himself as independent rather than interdependent.
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