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Give and Take: Why Helping Others Drives Our Success Paperback – March 25, 2014
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For generations, we have focused on the individual drivers of success: passion, hard work, talent, and luck. But in today’s dramatically reconfigured world, success is increasingly dependent on how we interact with others. In Give and Take, Adam Grant, an award-winning researcher and Wharton’s highest-rated professor, examines the surprising forces that shape why some people rise to the top of the success ladder while others sink to the bottom. Praised by social scientists, business theorists, and corporate leaders, Give and Take opens up an approach to work, interactions, and productivity that is nothing short of revolutionary.
- Print length320 pages
- LanguageEnglish
- PublisherPenguin Books
- Publication dateMarch 25, 2014
- Dimensions5.5 x 0.7 x 8.4 inches
- ISBN-109780143124986
- ISBN-13978-0143124986
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Editorial Reviews
Review
—Robert Sutton, author of The No *sshole Rule and Good Boss, Bad Boss
“Give and Take is a truly exhilarating book—the rare work that will shatter your assumptions about how the world works and keep your brain firing for weeks after you've turned the last page.”
—Daniel H. Pink, author of Drive and A Whole New Mind
“Give and Take is brimming with life-changing insights. As brilliant as it is wise, this is not just a book—it's a new and shining worldview. Adam Grant is one of the great social scientists of our time, and his extraordinary new book is sure to be a bestseller.”
—Susan Cain, author of Quiet
“Give and Take cuts through the clutter of clichés in the marketplace and provides a refreshing new perspective on the art and science of success. Adam Grant has crafted a unique, ‘must have’ toolkit for accomplishing goals through collaboration and reciprocity.”
—William P. Lauder, Executive Chairman, The Estée Lauder Companies Inc.
“Give and Take is a pleasure to read, extraordinarily informative, and will likely become one of the classic books on workplace leadership and management. It has changed the way I see my personal and professional relationships, and has encouraged me to be a more thoughtful friend and colleague.”
—Jeff Ashby, NASA space shuttle commander
“With Give and Take, Adam Grant has marshaled compelling evidence for a revolutionary way of thinking about personal success in business and in life. Besides the fundamentally uplifting character of the case he makes, readers will be delighted by the truly engaging way he makes it. This is a must read.”
—Robert Cialdini, author of Influence
“Give and Take is a brilliant, well-documented, and motivating debunking of ‘good guys finish last’! I've noticed for years that generosity generates its own kind of equity, and Grant's fascinating research and engaging style have created not only a solid validation of that principle but also practical wisdom and techniques for utilizing it more effectively. This is a super manifesto for getting meaningful things done, sustainably.”
—David Allen, author of Getting Things Done
“Packed with cutting-edge research, concrete examples, and deep insight, Give and Take offers extraordinarily thought-provoking—and often surprising—conclusions about how our interactions with others drive our success and happiness. This important and compulsively-readable book deserves to be a huge success.”
—Gretchen Rubin, author of The Happiness Project and Happier at Home
“One of the great secrets of life is that those who win most are often those who give most. In this elegant and lucid book, filled with compelling evidence and evocative examples, Adam Grant shows us why and how this is so. Highly recommended!”
—William Ury, coauthor of Getting to Yes and author of The Power of a Positive No
“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
“Give and Take is an enlightening read for leaders who aspire to create meaningful and sustainable changes to their environments. Grant demonstrates how a generous orientation toward others can serve as a formula for producing successful leaders and organizational performance. His writing is as engaging and enjoyable as his style in the classroom.”
—Kenneth Frazier, Chairman, President, and CEO of Merck & Co.
“In this riveting and sparkling book, Adam Grant turns the conventional wisdom upside-down about what it takes to win and get ahead. With page-turning stories and compelling studies, Give and Take reveals the surprising forces behind success, and the steps we can take to enhance our own.”
—Laszlo Bock, Senior Vice President of People Operations, Google
“Give and Take dispels commonly held beliefs that equate givers with weakness and takers with strength. Grant shows us the importance of nurturing and encouraging prosocial behaviors.”
—Dan Ariely, author of Predictably Irrational
“Give and Take defines a road to success marked by new ways of relating to colleagues and customers as well as new ways of growing a business.”
—Tony Hsieh, CEO, Zappos.com and author of Delivering Happiness
“A milestone! Well-researched, generous, actionable and important. Adam Grant has given us a gift, a hard-hitting book about the efficacy of connection and generosity in everything we do.”
—Seth Godin, bestselling author of The Icarus Deception and Tribes
“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 everyone behaved in their own narrow self-interest, all would be fine. Adam Grant shows us with compelling research and fascinating stories there is a better way.”
—Lenny Mendonca, Director, McKinsey & Co.
“Adam Grant, a rising star of positive psychology, seamlessly weaves together science and stories of business success and failure, convincing us that giving is in the long run the recipe for success in the corporate world. En route you will find yourself re-examining your own life. Read it yourself, then give copies to the people you care most about in this world.”
—Martin Seligman, author of Learned Optimism and Flourish
“Give and Take presents a groundbreaking new perspective on success. Adam Grant offers a captivating window into innovative principles that drive effectiveness at every level of an organization and can immediately be put into action. Along with being a fascinating read, this book holds the key to a more satisfied and productive workplace, better customer relationships, and higher profits.”
—Chip Conley, Founder, Joie de Vivre Hotels and author, Peak and Emotional Equations
“Give and Take is a game changer. Reading Adam Grant's compelling book will change the way doctors doctor, managers manage, teachers teach, and bosses boss. It will create a society in which people do better by being better. Read the book and change the way you live and work.”
—Barry Schwartz, author of The Paradox of Choice and Practical Wisdom
“Give and Take is a new behavioral benchmark for doing business for better, providing an 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 hooked and 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 well-written novel, surprising insights drawn from rigorous science, and advice on using those insights to catapult ourselves and our organizations to success. I can’t think of another book with more powerful implications for both business and life.”
—Teresa Amabile, author of The Progress Principle
“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 the ladder is to take others up there with you. Give and Take presents the road to success for the 21st century.”
—Maria Eitel, founding CEO and President of the Nike Foundation
“What The No *sshole Rule did for corporate culture, Give and Take does for each of us as individuals. Grant presents an evidence-based case for the counterintuitive link between generosity and finishing first.”
—Douglas Stone and Sheila Heen, coauthors of Difficult Conversations
“Adam Grant is a wunderkind. He has won every distinguished research award and teaching award in his field, and his work has changed the way that people see the world. If you want to be surprised—very pleasantly surprised—by what really drives success, 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 an era of business literature that drones on with the same-old, over-used platitudes, Adam Grant forges brilliant new territory. Give and Take helps readers understand how to maximize their effectiveness and help others simultaneously. It will serve as a new framework for both insight and achievement. A must read!”
—Josh Linkner, founder of ePrize, CEO of Detroit Venture Partners, and author of Disciplined Dreaming¶
From the Inside Flap
- Amazon's best books of 2013
- Financial Times books of the year
- Wall Street Journal favorite books of 2013
- Oprah's riveting reads
- Fortune must-read business books
- Washington Post books every leader should read
- Apple iTunes best of 2013
- Inc.'s best books for entrepreneurs
- Amazon customer favorites: one of the top 100 print books of 2013
- Translated into two dozen languages
From the Back Cover
~Susan Cain, author of Quiet
"A truly exhilarating book--the rare work that will shatter your assumptions about how the world works and keep your brain firing for weeks after you've turned the last page."
~Daniel H. Pink, author of Drive and To Sell Is Human
"Perfectly timed and beautifully weighted . . . A refreshing change after years of reading angry indictments of fallen corporate idols. . . . [An] excellent book."
~Financial Times
"Now shaking up the business world: science that may change the way the world does business."
~Willie Geist, The Today Show
"Give and Take...might just be the best business book of the year."
~Fast Company
"Give and Take is a very interesting book... I can't put it down."
~Ryan Seacrest, host of American Idol, radio personality, and producer
"In this riveting and sparkling book, Adam Grant turns the conventional wisdom upside-down about what it takes to win and get ahead. With page-turning stories and compelling studies, Give and Take reveals the surprising forces behind success, and the steps we can take to enhance our own."
~Laszlo Bock, senior vice president of people operations, Google
"Give and Take is a pleasure to read, extraordinarily informative, and will likely become one of the classic books on workplace leadership and management. It has changed the way I see my personal and professional relationships."
~Jeff Ashby, NASA space shuttle commander
"Packed with cutting-edge research, concrete examples, and deep insight, Give and Take offers extraordinarily thought-provoking--and often surprising--conclusions about how our interactions with others drive our success and happiness."
~Gretchen Rubin, author of The Happiness Project and Happier at Home
"Give and Take is an enlightening read... Grant demonstrates how a generous orientation toward others can serve as a formula for producing successful leaders and organizational performance. His writing is as engaging and enjoyable as his style in the classroom."
~Kenneth Frazier, chairman, president, and CEO, Merck & Co.
"With Give and Take, Adam Grant has marshaled compelling evidence for a revolutionary way of thinking about personal success in business and in life. Besides the fundamentally uplifting character of the case he makes, readers will be delighted by the truly engaging way he makes it. This is a must read."
~Robert Cialdini, author of Influence
"Give and Take provides a refreshing new perspective on the art and science of success. Adam Grant has crafted a unique, 'must have' toolkit for accomplishing goals through collaboration and reciprocity."
~William P. Lauder, executive chairman, The Estée 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 'good guys finish last'! With fascinating research, engaging style, and practical wisdom, this is 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 of Books
"Give and Take is... garnering plaudits for the rigor of its science, the freshness of its arguments, and the pleasure of its prose."
~Leigh Buchanan, Inc.
"Give and Take is just brimming with studies... They amaze and instruct... 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 meincrease my giving."
~Joel Stein, Time Magazine
"Give and Take... wields a large body of social science research... to challenge the idea that career success is a zero-sum game in which your gains equal my losses... Grant explodes that myth."
~Emily Esfahani Smith, The Atlantic
"Give and Take defines a road to success marked by new ways of relating to colleagues and customers as well as new ways of growing a business."
~Tony Hsieh, CEO, Zappos.com
"One of the great secrets of life is that those who win most are often those who give most. In this elegant and lucid book, filled with compelling evidence and evocative examples, Adam Grant shows us why and how this is so. Highly recommended!"
~William Ury, coauthor of Getting to Yes and author of The Power of a 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 the ladder is to take others up there with you. Give and Take presents the road to success for the 21st century."
~Maria Eitel, founding CEO and president of the Nike Foundation
"Give and Take dispels commonly held beliefs that equate givers with weakness and takers with strength. Grant shows us the importance of nurturing and encouraging prosocial behaviors."
~Dan Ariely, author of Predictably Irrational
"Give and Take presents a groundbreaking new perspective on success. Along with being a fascinating read, this book holds the key to a more satisfied and productive workplace, better customer relationships, and higher profits."
~Chip Conley, head of global hospitality, Airbnb
"Adam Grant, a rising star of positive psychology, seamlessly weaves together science and stories of business success and failure, convincing us that giving is in the long run the recipe for success in the corporate world. En route you will find yourself re-examining your own life. Read it yourself, then give copies to the people you care most about in this world."
~Martin Seligman, author of Learned Optimism and Flourish
"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 everyone behaved in their own narrow self-interest, all would be fine. Adam Grant shows us with 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 change the way doctors doctor, managers manage, teachers teach, and bosses boss. It will create a society in which people do better by being better. Read the book and change the way you live and work."
~Barry Schwartz, author of The Paradox of Choice and Practical Wisdom
"Give and Take is a new behavioral benchmark for doing business for better, providing an 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 hooked and infected with wanting to give more and take less."
~Jochen Zeitz, former CEO and chairman, PUMA
"Give and Take is sensational, with fascinating insights on page after page. I learned much that I intend to incorporate into my life immediately. The lessons will not only make you a better person; they will make you more capable of doing good for many people, including yourself."
~Rabbi Joseph Telushkin
About the Author
Adam’s TED talks have been viewed more than 20 million times. He hosts the chart-topping TED podcast WorkLife. His speaking and consulting clients include Google, the NBA, Bridgewater, and the Gates Foundation. He has been recognized as one of the world’s 10 most influential management thinkers, Fortune’s 40 under 40, Oprah’s Super Soul 100, and a World Economic Forum Young Global Leader, and received distinguished scientific achievement awards from the American Psychological Association and the National Science Foundation. Adam writes for the New York Times on work and psychology and serves on the Department of Defense Innovation Board. He received his B.A. from Harvard and his Ph.D. from the University of Michigan, and he is a former Junior Olympic springboard diver. He lives in Philadelphia with his wife, their two daughters, and their son.
Excerpt. © Reprinted by permission. All rights reserved.
1
Good Returns
The Dangers and Rewards of Giving More Than You Get The principle of give and take; that is diplomacy—give one and take ten.
—Mark Twain, author and humorist
On a sunny Saturday afternoon in Silicon Valley, two proud fathers stood on 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 a conversation about work. The taller of the two men was Danny Shader, a serial 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 building companies, and he was just getting his fourth start-up off the ground.
Shader had instantly taken a liking to the other father, a man named David 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 Alice in Wonderland books, and in college he created his own major in computer music. He went on to earn a master’s in criminology and a law degree, and after burning the midnight oil at a law firm, he accepted a job offer to join a venture capital firm, where he spent the next decade listening to pitches from entrepreneurs and deciding whether or not to fund them.
During a break between soccer games, Shader turned to Hornik and said, “I’m working on something—do you want to see a pitch?” Hornik specialized in Internet companies, so he seemed like an ideal investor to Shader. The interest was mutual. Most people who pitch ideas are first-time entrepreneurs, with no track record of success. In contrast, Shader was a blue-chip entrepreneur who had hit the jackpot not once, but twice. In 1999, 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 hear what he was up to next.
A few days after the soccer game, Shader drove to Hornik’s office and pitched his newest idea. Nearly a quarter of Americans have trouble making online purchases because they don’t have a bank account or credit card, and Shader was proposing an innovative solution to this problem. Hornik was one of the first venture capitalists to hear the pitch, and right off the bat, he loved it. Within a week, he put Shader in front of his partners and offered him a term sheet: he wanted to fund Shader’s company.
Although Hornik had moved fast, Shader was in a strong position. Given Shader’s reputation, and the quality of his idea, Hornik knew plenty of investors would be clamoring to work with Shader. “You’re rarely the only investor giving an entrepreneur a term sheet,” Hornik explains. “You’re competing with the best venture capital firms in the country, and trying to convince the entrepreneur to take your money instead of theirs.” The best way for Hornik to land the investment was to set a deadline for Shader to make his decision. If Hornik made a compelling offer with a short fuse, Shader might sign it before he had the chance to pitch to other investors. This is what many venture capitalists do to stack the odds in their favor.
But Hornik didn’t give Shader a deadline. In fact, he practically invited Shader to shop his offer around to other investors. Hornik believed that entrepreneurs need time to evaluate their options, so as a matter of principle, he refused to present exploding offers. “Take as much time as you need to make the right decision,” he said. Although Hornik hoped Shader would 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 other options.
Shader did just that: he spent the next few weeks pitching his idea to other investors. In the meantime, Hornik wanted to make sure he was still a strong contender, so he sent Shader his most valuable resource: a list of forty references who could attest to Hornik’s caliber as an investor. Hornik knew that entrepreneurs look for the same attributes in investors that we all seek in financial advisers: competence and trustworthiness. When entrepreneurs sign with an investor, the investor joins their board of directors and provides expert advice. Hornik’s list of references reflected the blood, sweat, and tears that he had devoted to entrepreneurs over the course of more than a decade in the venture business. He knew they would vouch for his skill and his character.
A few weeks later, Hornik’s phone rang. It was Shader, ready to announce his decision.
“I’m sorry,” Shader said, “but I’m signing with another investor.” The financial terms of the offer from Hornik and the other investor were virtually identical, so Hornik’s list of forty references should have given him an advantage. And after speaking with the references, it was clear 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 than challenging him. Hornik might not be tough enough to help Shader start a successful business, and the other investor had a reputation for being a brilliant adviser who questioned and pushed entrepreneurs. Shader walked away thinking, “I should probably add somebody to the board who will challenge me more. Hornik is so affable that I don’t know what he’ll be like in the boardroom.” When he called Hornik, he explained, “My heart said to go with you, but my head said to go with them. I decided to go with my head instead of my heart.”
Hornik was devastated, and he began to second-guess himself. “Am I a dope? If I had applied pressure to take the term sheet, maybe he would have taken it. But I’ve spent a decade building my reputation so this wouldn’t happen. How did this happen?”
David Hornik learned his lesson the hard way: good guys finish last.
Or do they?
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. The story of Danny Shader and David Hornik highlights a fourth ingredient, one that’s critical but often neglected: success depends heavily on how we approach our interactions with other people. Every time we interact with another person at work, we have a choice to make: do we try to claim as much value 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 choices at organizations ranging from Google to the U.S. Air Force, and it turns out that they have staggering consequences for success. Over the past three decades, in a series of groundbreaking studies, social scientists have discovered that people differ dramatically in their preferences for reciprocity— their desired mix of taking and giving. To shed some light on these preferences, 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.
They tilt reciprocity in their own favor, putting their own interests ahead of others’ needs. Takers believe that the world is a competitive, dog-eat-dog place. They feel that to succeed, they need to be better than others. To prove their competence, they self-promote and make sure they get plenty of credit for their efforts. Garden-variety takers aren’t cruel or cutthroat; they’re just cautious and self-protective. “If I don’t look out for myself first,” takers think, “no one will.” Had David Hornik been more of a taker, he would have given Danny Shader a deadline, putting his goal of landing the investment ahead of Shader’s desire for a flexible timeline.
But Hornik is the opposite of a taker; he’s a giver. In the workplace, givers are 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, paying more attention to what other people need from them. These preferences aren’t about money: givers and takers aren’t distinguished by how much they donate to charity or the compensation that they command from their 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, you might use a different cost-benefit analysis: you help whenever the benefits to others exceed the personal costs. Alternatively, you might not think about the personal costs at all, helping others without expecting anything in return. If you’re a giver at work, you simply strive to be generous in sharing your time, energy, knowledge, skills, ideas, and connections with other people who can benefit from them.
It’s tempting to reserve the giver label for larger-than-life heroes such as Mother Teresa or Mahatma Gandhi, but being a giver doesn’t require extraordinary acts of sacrifice. It just involves a focus on acting in the interests of others, such as by giving help, providing mentoring, sharing credit, or making connections for others. Outside the workplace, this type of behavior is quite common. According to research led by Yale psychologist Margaret Clark, most people act like givers in close relationships. In marriages and friendships, we contribute whenever we can without keeping score.
But in the workplace, give and take becomes more complicated. Professionally, few of us act purely like givers or takers, adopting a third style instead. We become matchers, striving to preserve an equal balance of giving and getting. Matchers operate on the principle of fairness: when they help others, they protect themselves by seeking reciprocity. If you’re a matcher, you believe in tit for tat, and your relationships are governed by even exchanges of favors.
Giving, taking, and matching are three fundamental styles of social interaction, but the lines between them aren’t hard and fast. You might find that you shift from one reciprocity style to another as you travel across different work roles and relationships. It wouldn’t be surprising if you act like 3a taker when negotiating your salary, a giver when mentoring someone with less experience than you, and a matcher when sharing expertise with a colleague. But evidence shows that at work, the vast majority of people develop a primary reciprocity style, which captures how they approach most of the people most of the time. And this primary style can play as much of a role in our success as hard work, talent, and luck.
In fact, the patterns of success based on reciprocity styles are remarkably clear. If I asked you to guess who’s the most likely to end up at the bottom of the success ladder, what would you say—takers, givers, or matchers? Professionally, all three reciprocity styles have their own benefits and drawbacks. But there’s one style that proves more costly than the other two. Based on David Hornik’s story, you might predict that givers achieve the worst results—and you’d be right. Research demonstrates that givers sink to the bottom of the success ladder. Across a wide range of important occupations, givers are at a disadvantage: they make others better off but sacrifice their own success in the process.
In the world of engineering, the least productive and effective engineers are givers. In one study, when more than 160 professional engineers in California rated one another on help given and received, the least successful engineers were those who gave more than they received. These givers had the worst objective scores in their firm for the number of tasks, technical reports, and drawings completed—not to mention errors made, deadlines missed, and money wasted. Going out of their way to help others prevented them from getting their own work done.
The same pattern emerges in medical school. In a study of more than six hundred medical students in Belgium, the students with the lowest grades had unusually high scores on giver statements like “I love to help others” and “I anticipate the needs of others.” The givers went out of their way to help their peers study, sharing what they already knew at the expense of filling gaps in their own knowledge, and it gave their peers a leg up at test time. Salespeople are no different. In a study I led of salespeople in North Carolina, compared with takers and matchers, givers brought in two and a half times less annual sales revenue. They were so concerned about what was best for their customers that they weren’t willing to sell aggressively. Across occupations, it appears that givers are just too caring, too trusting, and too willing to sacrifice their own interests for the benefit of others. There’s even evidence that compared with takers, on average, givers earn 14 percent less money, have twice the risk of becoming victims of crimes, and are judged as 22 percent less powerful and dominant. So if givers are most likely to land at the bottom of the success ladder, who’s at the top—takers or matchers?
Neither. When I took another look at the data, I discovered a surprising pattern: It’s the givers again.
As we’ve seen, the engineers with the lowest productivity are mostly givers. But when we look at the engineers with the highest productivity, the evidence shows that they’re givers too. The California engineers with the best objective scores for quantity and quality of results are those who consistently give more to their colleagues than they get. The worst performers and the best performers are givers; takers and matchers are more likely to land in the middle.
This pattern holds up across the board. The Belgian medical students with the lowest grades have unusually high giver scores, but so do the students with the highest grades. Over the course of medical school, being a giver accounts for 11 percent higher grades. Even in sales, I found that the least productive salespeople had 25 percent higher giver scores than average performers—but so did the most productive salespeople. The top performers were givers, and they averaged 50 percent more annual revenue than the takers and matchers. Givers dominate the bottom and the top of the success ladder. Across occupations, if you examine the link between reciprocity styles and success, the givers are more likely to become champs—not only chumps.
Guess which one David Hornik turns out to be?
After Danny Shader signed with the other investor, he had a gnawing feeling. “We just closed a big round. We should be celebrating. Why am I not happier? I was excited about my investor, who’s exceptionally bright and talented, but I was missing the opportunity to work with Hornik.” Shader wanted to find a way to engage Hornik, but there was a catch. To involve him, Shader and his lead investor would have to sell more of the company, diluting their ownership.
Shader decided it was worth the cost to him personally. Before the financing closed, he invited Hornik to invest in his company. Hornik accepted the offer and made an investment, earning some ownership of the company. He began coming to board meetings, and Shader was impressed with Hornik’s ability to push him to consider new directions. “I got to see the other side of him,” Shader says. “It had just been overshadowed by how affable he is.” Thanks in part to Hornik’s advice, Shader’s start-up has taken off. It’s called PayNearMe, and it enables Americans who don’t have a bank account or a credit card to make online purchases with a barcode or a card, and then pay cash for them at participating establishments. Shader landed major partnerships with 7-Eleven and Greyhound to provide these services, and in the first year and a half since launching, PayNearMe has been growing at more than 30 percent per month. As an investor, Hornik has a small share in this growth.
Hornik has also added Shader to his list of references, which is probably even more valuable than the deal itself. When entrepreneurs call to ask about Hornik, Shader tells them, “You may be thinking he’s just a nice guy, but he’s a lot more than that. He’s phenomenal: super-hardworking and very courageous. He can be both challenging and supportive at the same time. And he’s incredibly responsive, which is one of the best characteristics you can have in an investor. He’ll get back to you any hour—day or night—quickly, on anything that matters.”
The payoff for Hornik was not limited to this single deal on PayNearMe. After seeing Hornik in action, Shader came to admire Hornik’s commitment to acting in the best interests of entrepreneurs, and he began to set Hornik up with other investment opportunities. In one case, after meeting the CEO of a company called Rocket Lawyer, Shader recommended Hornik as an investor. Although the CEO already had a term sheet from another investor, Hornik ended up winning the investment.
Although he recognizes the downsides, David Hornik believes that operating like a giver has been a driving force behind his success in venture capital. Hornik estimates that when most venture capitalists offer term sheets to entrepreneurs, they have a signing rate near 50 percent: “If you get half of the deals you offer, you’re doing pretty well.” Yet in eleven years as a venture capitalist, Hornik has offered twenty-eight term sheets to entrepreneurs, and twenty-five have accepted. Shader is one of just three people who have ever turned down an investment from Hornik. The other 89 percent of the time entrepreneurs have taken Hornik’s money. Thanks to his funding and expert advice, these entrepreneurs have gone on to build a number of successful start-ups—one was valued at more than $3 billion on its first day of trading in 2012, and others have been acquired by Google, Oracle, Ticketmaster, and Monster.
Hornik’s hard work and talent, not to mention his luck at being on the right sideline at his daughter’s soccer game, played a big part in lining up the deal with Danny Shader. But it was his reciprocity style that ended up winning the day for him. Even better, he wasn’t the only winner. Shader won too, as did the companies to which Shader later recommended Hornik. By operating as a giver, Hornik created value for himself while maximizing opportunities for value to flow outward for the benefit of others.
Product details
- ASIN : 0143124986
- Publisher : Penguin Books (March 25, 2014)
- Language : English
- Paperback : 320 pages
- ISBN-10 : 9780143124986
- ISBN-13 : 978-0143124986
- Item Weight : 9 ounces
- Dimensions : 5.5 x 0.7 x 8.4 inches
- Best Sellers Rank: #8,016 in Books (See Top 100 in Books)
- Customer Reviews:
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Ray's Reviews
About the author
ADAM GRANT is an organizational psychologist at Wharton, where he has been the top-rated professor for seven straight years. A #1 New York Times bestselling author and one of TED’s most popular speakers, his books have sold millions of copies and been translated into 45 languages, his talks have been viewed over 35 million times, and his podcasts Re:Thinking and WorkLife have been downloaded over 65 million times. His pioneering research has inspired people to rethink fundamental assumptions about motivation, generosity, creativity, and potential. Adam has been recognized as one of the world’s 10 most influential management thinkers and Fortune’s 40 under 40, and has received distinguished scientific achievement awards from the American Psychological Association, the Academy of Management, and the National Science Foundation. His viral piece on languishing was the most-read New York Times article of 2021 and the most-saved article across platforms. He received his BA from Harvard and his PhD from the University of Michigan, and he is a former junior Olympic springboard diver and magician. He lives in Philadelphia with his wife Allison and their three children.
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The premise of the book is quite simple: the world comprises three types of people: givers, takers and matchers. Which type tends to be most successful? Although we've all been raised on the homily that it's better to give than to receive, the bad news is that the left side of most bell curves is populated by givers, those who contribute more to others than they expect in return. Quite simply, they do less for themselves, people take advantage of them, and they are prone to burnout.
But the real surprise is that the right side of bell curves is also a givers' neighborhood. Combining extensive research with inspiring examples, Grant shows us how and why successful givers do well for themselves at the same time that they contribute so much to others. Successful givers approach four principal aspects of relationships differently. The four aspects are networking, collaborating, developing talent and communicating.
Successful givers are excellent networkers, but so are a lot of takers and matchers. The difference is that successful givers proactively do things without expectation of return, creating goodwill and possibly setting an example that may be contagious. One of the excellent tips in this chapter is the suggestion to revive dormant connections. The benefit is that when most people tap into their network for help, their strong ties are trusting and disposed to help, but their weak ties have more diverse information. People you haven't talked to in a long time combine the assets of strong ties and weak ties.
Givers are also excellent collaborators, quick to help others in a team environment and without spending too much time worrying about who gets credit. They tend to demonstrate what the National Outdoor Leadership School calls expedition behavior, putting the needs of the mission and the team ahead of your own. In the long run, this behavior increases their prestige and the willingness of others to help them when they need it.
Givers are also excellent at spotting talent, because they're not worried about creating rivals who may outshine them. Also, because they tend to assume competence and talent on the part of others, they may be generating self-fulfilling prophecies. I found this chapter to be rather long on anecdote and thin on evidence, but the next chapter made up for it.
For me the meatiest chapter covered the successful practices that givers follow in communicating with others, in presenting, selling, and negotiating. Successful givers ask more meaningful questions and have an effective mix of confidence and humility in their advocacy. They also tend to be good at perspective-taking, which is the cognitive equivalent of empathy: instead of feeling what the other person is feeling, they are adept at thinking what they're thinking. In studies, people with high empathy do worse in creating value, because they are more apt to give the other person what they want. Those high in perspective taking are better at coming up with creative ideas to give both sides more of what they want.
The second section of the book is for those who are too giving, and tend to fall at the bottom of the success distribution because they get taken advantage of and exhaust their energies serving others rather than themselves. The key insight is that self-interest and other-interest are not opposite points on a single line; they are separate axes on a graph. Those who give too much have a high score for other-interest, and a low score for self-interest. Successful givers are at the top right of the graph, combining a high other-focus with high self-interest. As a result, they are in better control of their giving, seeing it as a positive choice rather than an obligation, and being more proactive in allocating their giving time and energy.
If you get inspired by Grant's book, what you'll really want to know is how to become a more successful giver. The Catch-22 is that giving has to be sincere it it's to work, and if you try to make it strategic it's not sincere. I do think, however, that if you begin changing your behavior for strategic purposes, and start doing more for others, two positive things may happen. First, regardless of the motive, you're contributing to the sum total of benefit and happiness. Even more important is that your attitude may begin to catch up with your actions. The mind does not like cognitive dissonance, so if we're acting in a giving manner we will begin to see ourselves more as givers, leading to a virtuous circle. The book finishes with ten suggestions for becoming more of a giver--I'll keep you posted on how it works.
The one weakness in the book is that in some of the chapters, as mentioned above, there was less evidence than it seemed on first reading. You get pulled in to the inspiring stories, but on closer reading you don't find enough evidence to be able to make up your mind whether those examples are the rule or the exception.
Despite this, the message in Grant's book is so powerful that I give it five stars. But it's not a gift--it's truly earned. The book itself is a gift to anyone who reads it, and to countless others who may be on the receiving end of their stepped-up giving.
Disclaimer: I may be subject to some confirmation bias, because although I don't know Adam Grant personally, I found out about the book through the very complimentary article profiling him in the New York Times Magazine. (Of course, that's one way highly successful givers work their magic..)
Now, in a competitive world takers should rise to the top, right? Givers are so busy helping others that their own work suffers. And, indeed, many surveys find that those at the bottom of the heap have higher `giving' scores than those above them who tend to be takers and matchers.
Proof that `good guys finish last', right?
Hold your horses. It turns out that those at the very top also have higher giving scores than the average of those below them. In other words givers dominate at both the top and bottom.
Why this is so and what do the givers on top do differently from those at the bottom is what the book is all about. It also reinforces a thesis I strongly hold. If you want to get ahead, then help as many others as you can without keeping score.
Givers on the top are `otherish', meaning that they do not deplete themselves and quickly learn to give the most to other givers. It's a little bit like the admonition you hear from a flight attendant every time you board a plane - in case of a decompression, first put the mask on yourself and then try to help others. They differ from matchers because they do not try to balance their giving and taking.
There are host of super stories throughout. The opening vignette is about a venture capitalist who agreed to fund an entrepreneur but gave him all the time in the world and placed no restrictions on his offer. The entrepreneur went elsewhere.
But he was so impressed by the way the venture capitalist handled himself that he went back to give him a part of the deal and then became a fervent advocate and helped him get many other clients. That is the way it works.
In a popular course I teach called Creativity and Personal Mastery there is an exercise called The Other-Centered Universe in which participants set out to help someone with no strings attached. Their reward is the privilege of being able to help. They are not even allowed to expect a `thank you'. If they get one, that is a bonus. If they regret not getting one, they violated the spirit of the exercise. Participants report that they feel extraordinarily good after doing this exercise.
Now Grant provides `proof' that behaving in such a manner not only makes you feel good but also likely places you on a fast track to success.
His examples touch many industries and occupations. Politics is largely absent with the exception of a shining example of a politician who achieved truly great things as a by product of his unstinting giving. Many of his former opponents became his supporters or, at least, helped him at crucial junctures.
That politician is Abraham Lincoln - certainly a person worthy of emulation.
Now, it is readily obvious that the world will be a vastly better place if there were many more givers than takers. Can you imagine what would happen if politicians in our troubled areas - such as the Middle East - became genuine givers sincerely interested in the well-being of their political adversaries?
Great thought, but unlikely to happen, right?
Is it possible to `convert' a taker to a `giver.' I know it is because, in my course, it happens repeatedly. Every participant comments on how giving everyone else is. I now know why this happens. Takers are highly sensitive to the context in which they operate. When they are in a situation where the `norm' is giving, then that part of them surfaces and they often give much more than they take and also much more than they would have normally given. They cleverly figure out that if they are perceived as givers, others will give more to them and they want that.
So a national conversation about givers and takers could get everyone sensitized to such behavior and have persons evaluating one another in terms of their `giving' and `taking' behavior. When such a conversation is taking place, takers tend to become givers.
Initially takers become givers because they are sensitive to reputation and do not want to be labeled as takers. But, eventually, when they have done it long enough, they become genuine givers.
And, with the high profile Adam Grant has, this book could just start such a national conversation. And when takers become givers, all of us will benefit and the world will change for the better.
One caveat, the indexing is terrible. When you read it, have your highlighter in hand and a pen. Mark sections you want to return to and persons who you would like to know more about. Many mentioned in the book such as Scott Gerber, Jonathan Haidt and Sameer Jain do not make it to the index.
Finally, there are stunning insights in the book that you can use immediately for great personal benefit. For example, Grant reports on a study that showed men consistently outdoing women in a negotiating game. A simple shift had the women running rings around the men.
This is a technique that I have used and teach and it absolutely works. It is not gender specific - a later story shows how a man used it to gain a substantial salary increase.
So what is this method? Get the book to find out. I will tell you this much - the answer is on page 205.
This book will help you to develop your professional career and demonstrate that as a giver you can be successful.