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How to break bad habits
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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 using relational accounts. Ask employees to think of others who share their interests and then make a verbal commitment to help that person. Being tough when representing other's interests will help their self-image as givers.
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Employees can decide whether to act like givers or takers.
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734 reads
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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314 reads
Givers can be categorised into groups. None of these behaviours is necessary for generosity.
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180 reads
Givers are inclined to accommodate all the requests for help - neglecting their own responsibilities while being at the mercy of takers.
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182 reads
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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160 reads
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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243 reads
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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
Givers can be categorised into groups. None of these behaviours is necessary for generosity.
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