A Quote by Adam Grant

In the workplace, many people become helicopter managers, hovering over their employees in a well-intentioned but ill-fated attempt to provide support. These are givers gone awry - people so desperate to help others that they develop a white knight complex and end up causing harm instead.
Love affair. Doesn't that sound so middle-aged? And also ill-fated. Like ill-fated is an understood prefix to love affair. Well, ill-fated is fine, as long as it's a meaty and fraught ill-fated love affair, not a pale and insipid one.
Some good employers provide people benefits. Many do not. The ones that do not tend to be the low end of the pay scale. This program will give those employers a way to support their employees. The employees will get this benefit, making it more likely that their employee will come back to them - that's a benefit for the employer over the long term and a benefit for the employee and all the while supporting families in their time of need.
Families are the tie that reminds us of yesterday, provide strength and support today, and give us hope for tomorrow. No government, no matter how well-intentioned, or well-managed, can provide what our families provide.
Being an entrepreneur I love to help people, and I think through the products that we develop in my company, we will be able to help a lot of people. Whether it's help them to get over the difficulties of a technology and use it. Or helping employees, creating new jobs, new opportunities for people that work in my company.
People like givers, people want to help givers. I get stuff all the time.
But there is a discomfort that surrounds grief. It makes even the most well-intentioned people unsure of what to say. And so many of the freshly bereaved end up feeling even more alone.
I feel that when a white child goes to school only with white children, unconsciously that child grows up in many instances devoid of a world perspective. There is an unconscious provincialism, and it can develop into an unconscious superiority complex just as a Negro develops an unconscious inferiority complex.
There are as many kinds of missionaries as there are human beings. There are the terrible, colonialist power-grabbers, still, and there are plenty of the sort of well-intentioned villains who do great harm and don’t understand that they are doing great harm.
Many people confuse authority and the power of efficiency, as if the first role of people with responsibility is to take decisions, command effectively and so exercise power. But their role first of all is to be a person to whom others can turn for help and advice, to provide security, to affirm, to support, to encourage and to guide.
If you want others to like you, if you want to develop real friendships, if you want to help others at the same time as you help yourself, keep this principle in mind: Become genuinely interested in other people.
The No. 1 rule in any negotiation is don't take yourself hostage. People do this to themselves all the time by being desperate for 'yes' or afraid of 'no,' so they don't ask for what they really want. Instead, they ask for what they can realistically get. I've heard many people say, 'Well, that's a non-starter, so we won't even bring it up.'
Since 2012, automatic enrolment has brought millions of people into a workplace pension for the first time, thanks to the support of businesses and employees across the UK.
I'm not one of those critics that believes U.S. foreign policy is confused, or stupid, or misinformed, or well-intentioned but it goes awry. I think it's a brilliant policy filled with many brilliant, terrible, horrible victories.
When managers overdo micromanaging of others, they probably hired the wrong people or failed to give them a clear idea of what each one is to accomplish. I prefer to train employees to be self-managers, just as in an orchestra each performer knows his or her role without being micromanaged.
If you have to conduct layoffs, which is always a regrettable thing, there's kind of three things that are very important. One is to communicate well with your employees in order to help them understand why it is you're doing, and how. Second is to make sure that the employees who are part of the go forward, understand kind of what happened and are not like the ground doesn't keep moving. It's like, okay, we did that, we're moving forward, here we go. And then for the employees that you unfortunately have to let go, try to provide as much support for them as possible.
Takers believe in a zero-sum world, and they end up creating one where bosses, colleagues and clients don't trust them. Givers build deeper and broader relationships - people are rooting for them instead of gunning for them.
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