In the Company of Givers and Takers - Deepstash

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In the Company of Givers and Takers

hbr.org

Givers and takers

Employees can decide whether to act like givers or takers.

  • When they act like givers, they contribute without looking for anything in turn, such as offering assistance, sharing knowledge, or making valuable introductions.
  • When they act as takers

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Leaders recognise the importance of generous behaviour and desire more of it. But workers receive mixed messages about being generous. In promotion decisions, only one person advances. Productivity could also suffer. In competitive bonus pools, more money to the top performers means less for ...

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A challenge for managers is how to protect already-generous people from giving too much of their attention that could slow down their productivity and limiting selfish coworkers who feel they have a license to treat good people like doormats.

A solution involves helping givers act ...

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Givers are often timid because acting in others' interest can make it difficult to assert your own.

Managers can help givers to separate timidity from generosity. They can teach givers to shift their frame of reference to advocate for others

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Givers are inclined to accommodate all the requests for help - neglecting their own responsibilities while being at the mercy of takers.

  • Instead of accommodating every request for help, givers need to set up boundaries. Set aside windows of quiet time during which ...

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Empathy is a trap givers need to avoid. A busy person moved to empathy can spend too much time doing favours they cannot afford.

Managers can teach givers to be perspective takers, not just emphasisers. Instead of trying to imagine what other people are

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Givers can be categorised into groups. None of these behaviours is necessary for generosity.

  • Some are hesitant to advocate for their own interests.
  • Some are willing to drop everything to help anyone at any time

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