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Uploaded by Abagail Dobson on 2017-04-01.

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One of the things that shocked me the most was how the more you give without expecting anything in return really increases your network and potential for success. The book even covers how givers who help overs less frequently were less productive than those that gave more frequently which was very different from what I would have expected. One of the things that really bothered me before I read the book was that I believed it would be extremely difficult for me to be kind as I became more involved in the business world, but Grant showed me that there is no reason to sacrifice yourself for success in fact helping people tends to help you in the long run.

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I gave Give and Take  a 9 out of 10. Adam Grant did a great job of describing different personalities in the work force and how attitudes effect job performance. Not only was the book very informative but it was also a good read. Grant has a true gift for story telling in a very informal way that doesn't take away from the information presented.

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Who dominates the corporate world givers or takers? 

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Who dominates the corporate world givers or takers? 

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In Give and Take Adam Grant discusses the how being a giver, matcher, or taker changes how people do in their careers. Backing up his observations with research from a number of universities Adam informs us about a number of influential people and how their attitudes have effected their success. In the end Grant found that givers tend to be more successful because by sharing information everyone benefits. While some takers are able to be successful their bad luck and tendency to burn bridges comes back to haunt them.

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Below is a link on another giver, George Meyer, and how his giving helped his comedy career.

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It was apropos that Adam Grant spoke at the most recent Authors@Wharton lecture. The series, newly sponsored by the Wharton Leadership Program in 2013, was conceived of by the Wharton management professor himself. It was also timely, given that Grant's new book, Give and Take: A Revolutionary Approach to Success, was attracting wide attention from the media and readers alike.

The book is alluring in part because its premise is counterintuitive. The nice guy always finishes last, right? Wrong, according to Grant's research. Givers as he calls them-people who "actually enjoy helping others"-rise to the top of their professions (like sales, medicine, engineering, tech) at greater rates than takers do because, simply put, success is determined by reputation and relationships.

During his Authors@Wharton lecture, Grant illustrated his hypothesis with the story of George Meyer, famed producer and writer of the long-running TV show The Simpsons. Meyer graduated from Harvard in 1978 and enjoyed some success as a comedic writer during brief stints with Late Night With David Letterman and Saturday Night Live, but then found himself in Boulder, CO in the late-80s with a screenplay that no one wanted. His next move was to create a humor magazine called Army Man. And therein begins Meyer's role as an archetypal giver.

Why? He gave the comic away for free-200 copies-to his friends and acquaintances. They ended up loving it, passing it to their friends, and eventually the 'zine became a treasured and rare commodity. Meyer would only produce three issues. Grant's point is that often when people stop actively seeking fame and fortune, fortuity finds them.

"Giving things away," said Grant," is a great way to be seen as a resource, and not a threat."

The second key to Meyer's giving was that he invited friends to collaborate on issues two and three of Army Man. (He did the first issue on his own.) These friends shared in his success. In 1989, Simpsons producer Sam Simon hired Meyer and two friends for the show after becoming a fan of Army Man.

"[Givers] do actually succeed in ways that ripple," said Grant.

At The Simpsons, Meyer gained a reputation for playing a key role in shaping the show's comedic style. Part of his success-and the show's overall success-is Meyer's "expedition behavior," said Grant. Meyer tended to think of the team first, himself second. Grant recounted stories of Meyer doing the same at Saturday Night Live-for instance, when he declined to write a skit for Madonna (being for a celebrity, all of the other writers competed for that assignment) and instead wrote one for guest Jimmy Breslin. In such a way, Meyer could wield his considerable comedic talents without threatening his colleagues, while SNL got a great skit for Breslin that supposedly inspired the Austin Powers movies.

The third lesson goes hand in hand with the fourth. Grant estimated that Meyer had a hand in upward of 300 episodes of The Simpsons, but only got writing credit for 12. To Grant, it demonstrates how a giver is more apt to hold up the contributions of others for recognition, rather than his own.

Last, but not least, is the lesson of empathy. Like any writer, Meyer felt pained when his scripts were edited. To keep this fresh in his mind, Grant said, Meyer was known for having his writing "skewered" every day by someone, to make himself a better, gentler editor of his colleagues.

Most of us fall somewhere in the middle on Grant's scale of giving and taking, a section of the spectrum occupied by people he calls "matchers." Don't worry, there is always hope. We all can become better givers, Grant told his audience.

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It was apropos that Adam Grant spoke at the most recent Authors@Wharton lecture. The series, newly sponsored by the Wharton Leadership Program in 2013, was conceived of by the Wharton management professor himself. It was also timely, given that Grant's new book, Give and Take: A Revolutionary Approach to Success, was attracting wide attention from the media and readers alike.

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Below is a link describing Ken Lay who was the CEO of Enron. In Give and Take Adam Grant talks about Lay and his involvement as a taker in Enron's financial scandal.

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<FORM ACTION="/peopletracker/results.jhtml" method="GET"><br /> <table bgcolor="#225588" width="100%" border="0" cellspacing="0" cellpadding="1"> <tr height="25" valign="middle"> <td colspan="3" class="peopleboxtitle">&nbsp;People Search</td> </tr> <tr> <td rowspan="5"><img src="http://i.forbesimg.com/media/assets/225588.gif" width="8" height="1"></td> <td class="peopleboxtxt" colspan="2" nowrap valign="bottom">1. Enter last name:</td> </tr> <tr> <td colspan="2"><INPUT TYPE="HIDDEN" NAME="startRow" VALUE="1"><br /> <INPUT class="smalltextbox" size="10" name="name"></td> </tr> <tr> <td class="peopleboxtxt" colspan="2" nowrap valign="bottom">2. And/or stock symbol:</td> </tr> <tr> <td><INPUT class="smalltickerbox" size="7" name="ticker"></td> <td align="left" width="56">&nbsp;<INPUT type="submit" value="Go"></td> </tr> <tr> <td colspan="2"><img src="http://i.forbesimg.com/media/assets/225588.gif" width="1" height="1" border="0" alt=""></td> </tr> </table> <p></FORM>

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More Current & Former Enron Officials
Stephen Cooper
Andrew Fastow
Jeffrey Skilling

Former chairman and chief executive: Enron
Education:
B.A., University of Missouri, 1964; Master's, University of Missouri, 1965; Ph.D, University of Houston, 1970 (All in economics)

Date of Birth: April 15, 1942

Career Highlights

Was a naval officer in the Pentagon before becoming an aide to a federal government regulator for the natural gas industry. Moved to the private sector and worked his way up in the natural gas industry. In 1984 became CEO of Houston Natural Gas, a big regional pipeline operator. He engineered its merger with Internorth, an Omaha pipeline company, and became CEO of the combined company, which changed its name to Enron.

He quit as CEO in February 2001 in favor of protégé Jeffrey Skilling and returned as CEO in August 2001 when Skilling quit. He was chairman of Enron's board throughout the 16-year period until he resigned on Jan. 23, 2002, just as the Senate Commerce Committee issued a subpoena to compel his testimony. He would later refuse to testify, citing his rights under the Fifth Amendment. He quit the Enron board altogether on Feb. 4.

Dossier

While never a very public figure, Lay was known as a risk taker and as a proponent of free markets. He is still known as a personal friend of President George W. Bush and as one of his top fundraisers. These connections gave him tremendous power not just in business, but in Texas politics, as well as in other state capitals, where Enron took the lead in lobbying for energy deregulation. In Houston, Lay was prominent in civic and charitable causes, and his company's name adorned the ballpark. Lay's power might have flourished on the national stage: He was once mentioned as a possible future secretary of energy or commerce.

As it happened, Lay's political connections were not enough to save Enron. His eleventh-hour calls to cabinet officials like Treasury Secretary Paul O'Neill and Commerce Secretary Donald Evans drew sympathy, but no concrete action. His efforts to merge the company with cross-town rival Dynegy also failed.
Since Enron's bankruptcy, Lay has repeatedly said he wants to tell his story. He has not yet done so, but his wife, in a tear-filled interview, said he did not know what was going on at his own company. Sherron Watkins, who met with Lay back in August 2001, said he was "duped" by top executives like Skilling and former Chief Financial Officer Andrew Fastow.
Whatever the truth of those contentions, all the evidence suggests that Lay did little to investigate accounting shenanigans even after he promised to do so. The result is his life's work in ruins.

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Below is a link describing Adam Ralkin's ,a giver from Give and Take, advise that we should help out anyone if it will take us five minutes or less.

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You should be willing to do something that will take 5 minutes or less for anybody. This simple notion is not only important for the purpose of being altruistic. It turns out that givers get good karma.

One of the masters of the five-minute favor is Adam Rifkin, who was listed by Fortune as the best networker, with more connections on LinkedIn to the most powerful people in the world than anyone else. It turns out that this is due to the fact that Rifkin is a giver, "a sun with many different solar systems," writes Adam Grant in his new book Give and Take: A Revolutionary Approach to Success.
Watch the Grant explain the art of the five-minute favor here: Image courtesy of Shutterstock.

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give and take: a revolutionary approach to success

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You should be willing to do something that will take 5 minutes or less for anybody. This simple notion is not only important for the purpose of being altruistic. It turns out that givers get good karma.

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- people that seek power at the expense of others

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- people that seek a balance "You scratch my back I'll scratch yours."

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- people that assist others with out expecting anything in return