Being a giver is not good for a 100-yard dash, but it’s valuable in a marathon.
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?
The more I help out, the more successful I become. But I measure success in what it has done for the people around me. That is the real accolade.
People tend to have one of three ‘styles’ of interaction. There are takers, who are always trying to serve themselves; matchers, who are always trying to get equal benefit for themselves and others; and givers, who are always trying to help people.
Focus attention and energy on making a difference in the lives of others, and success might follow as a by-product.
Dissenting opinions are useful even when they’re wrong. So instead of speaking to highly agreeable audiences, target suggestions to people with a history of originality.
If we create networks with the sole intention of getting something, we won’t succeed. We can’t pursue the benefits of networks; the benefits ensue from investments in meaningful activities and relationships.
The most meaningful way to succeed is to help others succeed.
When you’re dealing with an ambivalent relationship, you’re constantly on guard, grappling with questions of trust.
When you put off a task, you buy yourself time to engage in divergent thinking rather than foreclosing on one particular idea...
Good guys are most likely to finish last, but also most likely to finish first.
Enemies make better allies than frenemies.
Negative relationships are unpleasant but predictable.