1.
According to conventional wisdom, highly
successful people have three things in common: motivation, ability, and
opportunity.
2.
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.
3.
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.
4.
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.
5.
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.
6.
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.
7.
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.
8.
In the world of engineering, the least
productive and effective engineers are givers.
9.
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.”
10.
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.
11.
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.
12.
The worst performers and the best performers are
givers; takers and matchers are more likely to land in the middle.
13.
Belgian medical students with the lowest grades
have unusually high giver scores, but so do the students with the highest
grades.
14.
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.
15.
In this book, I want to persuade you that we
underestimate the success of givers
16.
Although we often stereotype givers as chumps
and doormats, they turn out to be surprisingly successful.
17.
Successful givers recognise that there’s a big
difference between taking and receiving. Taking is using other people solely
for one’s own gain. Receiving is accepting help from others while maintaining a
willingness to pay it back and forward.
18.
When takers win, there’s usually someone else
who loses. Research shows that people tend to envy successful takers and look
for ways to knock them down a notch. In contrast, when givers like David Hornik
win, people are rooting for them and supporting them, rather than gunning for
them. Givers succeed in a way that creates a ripple effect, enhancing the
success of people around them.
19.
It takes time for givers to build goodwill and
trust, but eventually, they establish reputations and relationships that
enhance their success.
20.
“Being a giver is not good for a 100-yard dash,
but it’s valuable in a marathon.”
21.
In the 1980s, the service sector made up about
half of the world’s gross domestic product (GDP). By 1995, the service sector
was responsible for nearly two thirds of world GDP. Today, more than 80 percent
of Americans work in service jobs.
22.
Hornik responds personally to e-mails from
complete strangers.
23.
But that was the only year of medical school in
which the givers underperformed. By their second year, the givers had made up
the gap: they were now slightly outperforming their peers. By the sixth year,
the givers earned substantially higher grades than their peers.
24.
A giver style, measured six years earlier, was a
better predictor of medical school grades than the effect of smoking on lung
cancer rates (and the effect of using nicotine patches on quitting smoking).
25.
Why did the giver disadvantage reverse, becoming
such a strong advantage? Nothing about the givers changed, but their program
did. As students progress through medical school, they move from independent
classes into clinical rotations, internships, and patient care. The further
they advance, the more their success depends on teamwork and service. Whereas
takers sometimes win in independent roles where performance is only about
individual results, givers thrive in interdependent roles where collaboration
matters.
26.
successful givers have unique approaches to
interactions in four key domains: networking, collaborating, evaluating, and
influencing.
27.
Alan Fiske, an anthropologist at UCLA, finds
that people engage in a mix of giving, taking, and matching in every human
culture— from North to South America, Europe to Africa, and Australia to Asia.
28.
For centuries, we have recognized the importance
of networking. According to Brian Uzzi, a management professor at Northwestern
University, networks come with three major advantages: private information,
diverse skills, and power.
29.
Extensive research demonstrates that people with
rich networks achieve higher performance ratings, get promoted faster, and earn
more money.
30.
“The true measure of a man is how he treats
someone who can do him absolutely no good.”
31.
Research shows that as people gain power, they
feel large and in charge: less constrained and freer to express their natural
tendencies. As takers gain power, they pay less attention to how they’re
perceived by those below and next to them; they feel entitled to pursue
self-serving goals and claim as much value as they can.
32.
In another study spearheaded by Kahneman, people
had a choice between splitting $ 12 evenly with a taker who had made an unfair
proposal in the past or splitting $ 10 evenly with a matcher who had made a
fair proposal in the past. More than 80 percent of the people preferred to
split $ 10 evenly with the matcher, accepting $ 5 rather than $ 6 to prevent
the taker from getting $ 6.
33.
In networks, new research shows that when people
get burned by takers, they punish them by sharing reputational information.
34.
In the animal kingdom, lekking refers to a
ritual in which males show off their desirability as mates.
35.
First, when we have access to reputational
information, we can see how people have treated others in their networks.
Second, when we have a chance to observe the actions and imprints of takers, we
can look for signs of lekking.
36.
“When you meet people,” says former Apple
evangelist and Silicon Valley legend Guy Kawasaki, regardless of who they are,
“you should be asking yourself, ‘How can I help the other person?’”
37.
Strong ties provide bonds, but weak ties serve
as bridges: they provide more efficient access to new information. Our strong
ties tend to travel in the same social circles and know about the same
opportunities as we do. Weak ties are more likely to open up access to a
different network, facilitating the discovery of original leads.
38.
According to the distinguished psychologist
Brian Little, pronoia is “the delusional belief that other people are plotting
your well-being, or saying nice things about you behind your back.”
39.
The dormant ties provided more novel information
than the current contacts.
40.
Dormant ties offer the access to novel
information that weak ties afford, but without the discomfort.
41.
“You should be willing to do something that will
take you five minutes or less for anybody.”
42.
When takers build networks, they try to claim as
much value as possible for themselves from a fixed pie.
43.
Cutting-edge research shows how Rifkin motivates
other people to give. Giving, especially when it’s distinctive and consistent,
establishes a pattern that shifts other people’s reciprocity styles within a
group. It turns out that giving can be contagious. In one study, contagion
experts James Fowler and Nicholas Christakis found that giving spreads rapidly
and widely across social networks. When one person made the choice to
contribute to a group at a personal cost over a series of rounds, other group
members were more likely to contribute in future rounds, even when interacting
with people who weren’t present for the original act. “This influence persists
for multiple periods and spreads up to three degrees of separation (from person
to person to person to person),” Fowler and Christakis find, such that “each
additional contribution a subject makes … in the first period is tripled over
the course of the experiment by other subjects who are directly or indirectly
influenced to contribute more as a consequence.”
44.
By giving often, engineers built up more trust
and attracted more valuable help from across their work groups— not just from
the people they helped.
45.
“I’ll sum up the key to success in one word:
generosity,” writes Keith Ferrazzi. “If your interactions are ruled by
generosity, your rewards will follow suit.”
46.
The star investment analysts and the cardiac
surgeons depended heavily on collaborators who knew them well or had strong
skills of their own.
47.
This is a defining feature of how givers
collaborate: they take on the tasks that are in the group’s best interest, not
necessarily their own personal interests.
48.
Extensive research reveals that people who give
their time and knowledge regularly to help their colleagues end up earning more
raises and promotions in a wide range of settings, from banks to manufacturing
companies.
49.
Glomb found that highly talented people tend to
make others jealous, placing themselves at risk of being disliked, resented,
ostracized, and undermined. But if these talented people are also givers, they
no longer have a target on their backs. Instead, givers are appreciated for
their contributions to the group.
50.
In a classic article, the psychologist Edwin
Hollander argued that when people act generously in groups, they earn
idiosyncrasy credits— positive impressions that accumulate in the minds of
group members. Since many people think like matchers, when they work in groups,
it’s very common for them to keep track of each member’s credits and debits.
Once a group member earns idiosyncrasy credits through giving, matchers grant
that member a license to deviate from a group’s norms or expectations. As
Berkeley sociologist Robb Willer summarizes, “Groups reward individual
sacrifice.”
51.
Just as matchers grant a bonus to givers in
collaborations, they impose a tax on takers. In a study of Slovenian companies
led by Matej Cerne, employees who hid knowledge from their coworkers struggled
to generate creative ideas because their coworkers responded in kind, refusing
to share information with them.
52.
Salk had broken the ‘unwritten commandments’ of
scientific research,” which included “Thou shalt give credit to others.”
53.
“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.
54.
This is known as psychological safety— the
belief that you can take a risk without being penalized or punished. Research
by Harvard Business School professor Amy Edmondson shows that in the type of
psychologically safe environment that Meyer helped create, people learn and
innovate more.*
55.
in one study, engineers who shared ideas without
expecting anything in return were more likely to play a major role in innovation,
as they made it safe to exchange information.
56.
This is a perspective gap: when we’re not
experiencing a psychologically or physically intense state, we dramatically
underestimate how much it will affect us. For instance, evidence shows that
physicians consistently think their patients are feeling less pain than they
actually are. Without being in a state of pain themselves, physicians can’t
fully realize what it’s like to be in that state.
57.
In a series of studies led by the Dutch
psychologist Paul van Lange, givers had more siblings than the takers and
matchers. The givers averaged two siblings; the takers and matchers averaged
one and a half siblings. More siblings meant more sharing, which seemed to
predispose people toward giving.
58.
Interestingly, van Lange’s data showed a sister
effect, not just a sibling effect. The givers didn’t have more brothers than
the takers and matchers, but they were 50 percent more likely to have sisters.
59.
Teachers’ beliefs created self-fulfilling
prophecies. When teachers believed their students were bloomers, they set high
expectations for their success.
60.
The teachers looked for ways to make piano
lessons enjoyable, which served as an early catalyst for the intense practice
necessary to develop expertise. “Exploring possibilities and engaging in a wide
variety of musical activities took precedence” over factors such as “right or
wrong or good or bad.”
61.
When Bloom’s team interviewed eighteen American
tennis players who had been ranked in the top ten in the world, they found that
although their first coaches “were not exceptional coaches, they tended to be
very good with young children… What this first coach provided was motivation
for the child to become interested in tennis and to spend time practicing.”
62.
grit: having passion and perseverance toward
long-term goals. Her research shows that above and beyond intelligence and
aptitude, gritty people— by virtue of their interest, focus, and drive— achieve
higher performance.
63.
Of course, natural talent also matters, but once
you have a pool of candidates above the threshold of necessary potential, grit
is a major factor that predicts how close they get to achieving their
potential.
64.
This is why givers focus on gritty people: it’s
where givers have the greatest return on their investment, the most meaningful
and lasting impact.
65.
Over the past four decades, extensive research
led by Staw shows that once people make an initial investment of time, energy,
or resources, when it goes sour, they’re at risk for increasing their
investment. Gamblers in the hole believe that if they just play one more hand
of poker, they’ll be able to recover their losses or even win big.
66.
Research suggests that due to their
susceptibility to ego threat, takers are more vulnerable to escalation of
commitment than givers.
67.
Other studies show that people actually make
more accurate and creative decisions when they’re choosing on behalf of others
than themselves.
68.
“Good givers are great getters; they make
everybody better,”
69.
Research suggests that there are two fundamental
paths to influence: dominance and prestige. When we establish dominance, we
gain influence because others see us as strong, powerful, and authoritative.
When we earn prestige, we become influential because others respect and admire
us.
70.
Psychologists call this the pratfall effect.
Spilling a cup of coffee hurt the image of the average candidate: it was just
another reason for the audience to dislike him. But the same blunder helped the
expert appear human and approachable— instead of superior and distant.*
71.
Asking questions opened the door for customers
to experience what the psychologist James Pennebaker calls the joy of talking.
Years ago, Pennebaker divided strangers into small groups. Imagine that you’ve
just joined one of his groups, and you have fifteen minutes to talk with
strangers about a topic of your choice. You might chat about your hometown,
where you went to college, or your career. After the fifteen minutes are up,
you rate how much you like the group. It turns out that the more you talked, the
more you like the group.
72.
Asking questions is a form of powerless
communication that givers adopt naturally. Questions work especially well when
the audience is already skeptical of your influence, such as when you lack
credibility or status, or when you’re in a highly competitive negotiation
situation.
73.
The expert negotiators spent much more time
trying to understand the other side’s perspective: questions made up over 21
percent of the experts’ comments but less than 10 percent of the average
negotiators’ comments.
74.
New research shows that advice seeking is a
surprisingly effective strategy for exercising influence when we lack
authority.
75.
Advice seeking tends to be significantly more
persuasive than the taker’s preferred tactics of pressuring subordinates and
ingratiating superiors. Advice seeking is also consistently more influential
than the matcher’s default approach of trading favors.
76.
Advice seeking is a form of powerless
communication that combines expressing vulnerability, asking questions, and
talking tentatively.
77.
“He that has once done you a kindness will be
more ready to do you another than he whom you yourself have obliged.”
78.
Selfless givers are people with high
other-interest and low self-interest.
79.
Selfless giving is a form of pathological altruism,
which is defined by researcher Barbara Oakley as “an unhealthy focus on others
to the detriment of one’s own needs,” such that in the process of trying to
help others, givers end up harming themselves.
80.
If takers are selfish and failed givers are selfless,
successful givers are otherish: they care about benefiting others, but they
also have ambitious goals for advancing their own interests.
81.
Being otherish is very different from matching.
Matchers expect something back from each person they help. Otherish givers help
with no strings attached; they’re just careful not to overextend themselves
along the way.
82.
Researchers have drawn the same conclusion in
health care, where burnout is often described as compassion fatigue, “the
stress, strain, and weariness of caring for others.” Originally, experts
believed that compassion fatigue was caused by expressing too much compassion.
But new research has challenged this conclusion. As researchers Olga Klimecki
and Tania Singer summarize, “More than all other factors, including… the time
spent caregiving, it is the perceived suffering that leads to depressive
symptoms in the caregiver.”
83.
In numerous studies, Carnegie Mellon
psychologist Vicki Helgeson has found that when people give continually without
concern for their own well-being, they’re at risk for poor mental and physical
health.*
84.
Imagine that you’re going to perform five random
acts of kindness this week. You’ll be doing things like helping a friend with a
project, writing a thank-you note to a former teacher, donating blood, and
visiting an elderly relative. You can choose one of two different ways to
organize your giving: chunking or sprinkling. If you’re a chunker, you’ll pack
all five acts of giving into a single day each week. If you’re a sprinkler, you’ll
distribute your giving evenly across five different days, so that you give a
little bit each day.
85.
The chunkers achieved gains in happiness; the
sprinklers didn’t. Happiness increased when people performed all five giving
acts in a single day, rather than doing one a day. Lyubomirsky and colleagues
speculate that “spreading them over the course of a week might have diminished
their salience and power or made them less distinguishable from participants’
habitual kind behavior.”
86.
One hundred seems to be a magic number when it
comes to giving. In a study of more than two thousand Australian adults in
their mid-sixties, those who volunteered between one hundred and eight hundred
hours per year were happier and more satisfied with their lives than those who
volunteered fewer than one hundred or more than eight hundred hours annually.
87.
Weinstein and Ryan measured changes in energy
from day to day. Giving itself didn’t affect energy: people weren’t
substantially happier on days when they helped others than on days that they
didn’t. But the reasons for giving mattered immensely: on days that people
helped others out of a sense of enjoyment and purpose, they experienced
significant gains in energy.* Giving for these reasons conferred a greater
sense of autonomy, mastery, and connection to others, and it boosted their
energy.
88.
Taylor’s neuroscience research reveals that when
we feel stressed, the brain’s natural response is to release chemicals that
drive us to bond. This is what the firefighters did: when they started to feel
exhausted, they invested their limited energy in helping their colleagues.
89.
The economist Arthur Brooks tested the
relationship between income and charitable giving. Using data from almost
thirty thousand Americans in the year 2000, he controlled for every factor
imaginable that would affect income and giving. He adjusted for education, age,
race, religious involvement, political beliefs, and marital status. He also
accounted for the number of times people volunteered. As expected, higher
income led to higher giving. For every $ 1 in extra income, charitable giving
went up by $ 0.14.*
90.
But something much more interesting happened.
For every $ 1 in extra charitable giving, income was $ 3.75 higher. Giving
actually seemed to make people richer. For example, imagine that you and I are
both earning $ 60,000 a year. I give $ 1,600 to charity; you give $ 2,500 to
charity. Although you gave away $ 900 more than I did, according to the
evidence, you’ll be on track to earn $ 3,375 more than I will in the coming
year.
91.
It seems that giving adds meaning to our lives,
distracts us from our own problems, and helps us feel valued by others.
92.
There’s a wealth of evidence that the ensuing
happiness can motivate people to work harder, longer, smarter, and more
effectively. Happiness can lead people to experience intense effort and long
hours as less unpleasant and more enjoyable, set more challenging goals, and
think more quickly, flexibly, and broadly about problems.
93.
Studies led by Columbia psychologist Adam
Galinsky show that when we empathize at the bargaining table, focusing on our
counterparts’ emotions and feelings puts us at risk of giving away too much.*
But when we engage in perspective taking, considering our counterparts’ thoughts
and interests, we’re more likely to find ways to make deals that satisfy our
counterparts without sacrificing our own interests.
94.
Once successful givers see the value of
sincerity screening and begin to spot agreeable takers as potential fakers,
they protect themselves by adjusting their behavior accordingly.
95.
Peter’s experience offers a clue into how givers
avoid getting burned: they become matchers in their exchanges with takers. It’s
wise to start out as a giver, since research shows that trust is hard to build
but easy to destroy. But once a counterpart is clearly acting like a taker, it
makes sense for givers to flex their reciprocity styles and shift to a matching
strategy— as Peter did by requiring Rich to reciprocate by adding value to the
business.
96.
In generous tit for tat, the rule is “never
forget a good turn, but occasionally forgive a bad one.” You start out
cooperating and continue cooperating until your counterpart competes.
97.
As the psychologist Brian Little puts it, even
if a style like giving is our first nature, our ability to prosper depends on
developing enough comfort with a matching approach that it becomes second
nature.
98.
Common ground is a major influence on giving
behaviors. In one experiment, psychologists in the United Kingdom recruited
fans of the Manchester United soccer team for a study. When walking from one
building to another, the soccer fans saw a runner slip on a grass bank, where
he fell holding his ankle and screaming in pain. Would they help him? It
depended on the T-shirt that he was wearing. When he wore a plain T-shirt, only
33 percent helped. When he wore a Manchester United T-shirt, 92 percent helped.
Yale psychologist Jack Dovidio calls this “activating a common identity.”
99.
Brett Pelham, a psychologist at the University
at Buffalo, noticed that we seem to prefer people, places, and things that
remind us of ourselves.
100. Cialdini finds that people donate more money to
charity when the phrase “even a penny will help” is added to a request.
Interestingly, this phrase increases the number of people who give without
necessarily decreasing the amount that they give.
101. I announced that we would be running an exercise
called the Reciprocity Ring, which was developed by University of Michigan
sociologist Wayne Baker and his wife Cheryl at Humax. Each student would make a
request to the class, and the rest of the class would try to use their
knowledge, resources, and connections to help fulfill the request.
102. In one study, managers described times when they
gave and received help. Of all the giving exchanges that occurred, roughly 90
percent were initiated by the recipient asking for help. Yet when we have a
need, we’re often reluctant to ask for help. Much of the time, we’re
embarrassed: we don’t want to look incompetent or needy, and we don’t want to
burden others. As one Wharton dean explains, “The students call it Game Face:
they feel pressured to look successful all the time. There can’t be any chinks
in their armor, and opening up would make them vulnerable.”
103. Influence is far more powerful in the opposite
direction: change people’s behaviors first, and their attitudes often follow.
104. Psychologists have found that on average, people
whose names start with A and B get better grades and are accepted to
higher-ranked law schools than people whose names start with C and D— and that
professional baseball players whose names start with K, the symbol for
strikeouts, strike out 9 percent more often than their peers.
105. Professional baseball players with positive
initials (A.C.E., J.O.Y., W.O.W.) live an average of thirteen years longer than
players with negative initials (B.U.M., P.I.G., D.U.D.). And in California
between 1969 and 1995, compared with neutral initials, women with positive
initials lived an average of 3.4 years longer, men with positive initials lived
an average of 4.5 years longer, and men with negative initials died an average
of 2.8 years earlier.
1.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 4). Orion. Kindle Edition.
2.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 4). Orion. Kindle Edition.
3.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (pp. 4-5). Orion. Kindle Edition.
4.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 5). Orion. Kindle Edition.
5.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 5). Orion. Kindle Edition.
6.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 6). Orion. Kindle Edition.
7.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 6). Orion. Kindle Edition.
8.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 6). Orion. Kindle Edition.
9.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 6). Orion. Kindle Edition.
10.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 7). Orion. Kindle Edition.
11.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 7). Orion. Kindle Edition.
12.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 7). Orion. Kindle Edition.
13.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 7). Orion. Kindle Edition.
14.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 7). Orion. Kindle Edition.
15.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 9). Orion. Kindle Edition.
16.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 9). Orion. Kindle Edition.
17.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 10). Orion. Kindle Edition.
18.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 10). Orion. Kindle Edition.
19.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 16). Orion. Kindle Edition.
20.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 16). Orion. Kindle Edition.
21.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 17). Orion. Kindle Edition.
22.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 17). Orion. Kindle Edition.
23.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (pp. 17-18). Orion. Kindle Edition.
24.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 18). Orion. Kindle Edition.
25.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 18). Orion. Kindle Edition.
26.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 25). Orion. Kindle Edition.
27.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 26). Orion. Kindle Edition.
28.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (pp. 29-30). Orion. Kindle Edition.
29.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 30). Orion. Kindle Edition.
30.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 32). Orion. Kindle Edition.
31.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 33). Orion. Kindle Edition.
32.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (pp. 33-34). Orion. Kindle Edition.
33.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 34). Orion. Kindle Edition.
34.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 34). Orion. Kindle Edition.
35.
Grant, Adam (2013-04-11). Give and Take: A Revolutionary
Approach to Success (p. 37). Orion. Kindle Edition.
36.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 45). Orion. Kindle Edition.
37.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 47). Orion. Kindle Edition.
38.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 48). Orion. Kindle Edition.
39.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 50). Orion. Kindle Edition.
40.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 51). Orion. Kindle Edition.
41.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 55). Orion. Kindle Edition.
42.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 56). Orion. Kindle Edition.
43.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (pp. 56-57). Orion. Kindle Edition.
44.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 59). Orion. Kindle Edition.
45.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (pp. 59-60). Orion. Kindle Edition.
46.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 72). Orion. Kindle Edition.
47.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 74). Orion. Kindle Edition.
48.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 74). Orion. Kindle Edition.
49.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 75). Orion. Kindle Edition.
50.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 76). Orion. Kindle Edition.
51.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (pp. 78-79). Orion. Kindle Edition.
52.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 80). Orion. Kindle Edition.
53.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 82). Orion. Kindle Edition.
54.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 85). Orion. Kindle Edition.
55.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (pp. 85-86). Orion. Kindle Edition.
56.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 87). Orion. Kindle Edition.
57.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 93). Orion. Kindle Edition.
58.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 93). Orion. Kindle Edition.
59.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 99). Orion. Kindle Edition.
60.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 105). Orion. Kindle Edition.
61.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 105). Orion. Kindle Edition.
62.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (pp. 105-106). Orion. Kindle Edition.
63.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 106). Orion. Kindle Edition.
64.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 106). Orion. Kindle Edition.
65.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (pp. 112-113). Orion. Kindle Edition.
66.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 113). Orion. Kindle Edition.
67.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 114). Orion. Kindle Edition.
68.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 119). Orion. Kindle Edition.
69.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 130). Orion. Kindle Edition.
70.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 134). Orion. Kindle Edition.
71.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 136). Orion. Kindle Edition.
72.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 139). Orion. Kindle Edition.
73.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 139). Orion. Kindle Edition.
74.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 150). Orion. Kindle Edition.
75.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 150). Orion. Kindle Edition.
76.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 151). Orion. Kindle Edition.
77.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 152). Orion. Kindle Edition.
78.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 157). Orion. Kindle Edition.
79.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 157). Orion. Kindle Edition.
80.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 157). Orion. Kindle Edition.
81.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 158). Orion. Kindle Edition.
82.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 165). Orion. Kindle Edition.
83.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 170). Orion. Kindle Edition.
84.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (pp. 170-171). Orion. Kindle Edition.
85.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 171). Orion. Kindle Edition.
86.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 173). Orion. Kindle Edition.
87.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (pp. 175-176). Orion. Kindle Edition.
88.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 178). Orion. Kindle Edition.
89.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 182). Orion. Kindle Edition.
90.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 182). Orion. Kindle Edition.
91.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 183). Orion. Kindle Edition.
92.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (pp. 183-184). Orion. Kindle Edition.
93.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 197). Orion. Kindle Edition.
94.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 198). Orion. Kindle Edition.
95.
Grant, Adam (2013-04-11). Give and Take: A Revolutionary
Approach to Success (p. 198). Orion. Kindle Edition.
96.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 198). Orion. Kindle Edition.
97.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 215). Orion. Kindle Edition.
98.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (pp. 225-226). Orion. Kindle Edition.
99.
Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (pp. 229-230). Orion. Kindle Edition.
100. Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 235). Orion. Kindle Edition.
101. Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 239). Orion. Kindle Edition.
102. Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 243). Orion. Kindle Edition.
103. Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 247). Orion. Kindle Edition.
104. Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 249). Orion. Kindle Edition.
105. Grant, Adam (2013-04-11). Give and Take: A
Revolutionary Approach to Success (p. 249). Orion. Kindle Edition.
