Adam Grant: recent publications

Being a good leader of others matters now more than ever.  Great leaders have regular one-on-ones with their staff, they give and seek feedback, they set goals, and communicate progress regularly.  Yet, nearly all of us have worked for a bad leader: someone who doesn’t have time for us, always has a “better” way of doing an assigned task, creates last minute emergency work for the team, and have limited availability to speak with us about project work, or more importantly our career.Adam Grant, a renown organizational psychologist at Wharton Business school reminds us, “bad bosses keep people stuck in the same job; good bosses create opportunities to grow and advance.”  Statistics from 2022 research at DDI, a leadership consulting firm, found that 57% of employees who leave their jobs, leave because they can’t stand their boss.  Forbes recently identified four key behaviors bad bosses demonstrate that encourage employees to leave their job:  they diminish employees by micromanaging them, they don’t solicit employee input, they encourage agreement while discouraging dissent, and they can’t be bothered to remove obstacles.  Further, HR.com reports that forty-seven percent of new supervisors receive no supervisor training before being promoted.

Being a good leader of others matters now more than ever.  Great leaders have regular one-on-ones with their staff, they give and seek feedback, they set goals, and communicate progress regularly.  Yet, nearly all of us have worked for a bad leader: someone who doesn’t have time for us, always has a “better” way of doing an assigned task, creates last minute emergency work for the team, and have limited availability to speak with us about project work, or more importantly our career.Adam Grant, a renown organizational psychologist at Wharton Business school reminds us, “bad bosses keep people stuck in the same job; good bosses create opportunities to grow and advance.”  Statistics from 2022 research at DDI, a leadership consulting firm, found that 57% of employees who leave their jobs, leave because they can’t stand their boss.  Forbes recently identified four key behaviors bad bosses demonstrate that encourage employees to leave their job:  they diminish employees by micromanaging them, they don’t solicit employee input, they encourage agreement while discouraging dissent, and they can’t be bothered to remove obstacles.  Further, HR.com reports that forty-seven percent of new supervisors receive no supervisor training before being promoted.

Being a good leader of others matters now more than ever.  Great leaders have regular one-on-ones with their staff, they give and seek feedback, they set goals, and communicate progress regularly.  Yet, nearly all of us have worked for a bad leader: someone who doesn’t have time for us, always has a “better” way of doing an assigned task, creates last minute emergency work for the team, and have limited availability to speak with us about project work, or more importantly our career.Adam Grant, a renown organizational psychologist at Wharton Business school reminds us, “bad bosses keep people stuck in the same job; good bosses create opportunities to grow and advance.”  Statistics from 2022 research at DDI, a leadership consulting firm, found that 57% of employees who leave their jobs, leave because they can’t stand their boss.  Forbes recently identified four key behaviors bad bosses demonstrate that encourage employees to leave their job:  they diminish employees by micromanaging them, they don’t solicit employee input, they encourage agreement while discouraging dissent, and they can’t be bothered to remove obstacles.  Further, HR.com reports that forty-seven percent of new supervisors receive no supervisor training before being promoted.

Business Insider, Adam Grant is a psychologist who studies introverts and extroverts at length. In his research, he found that the introvert makes a much better leader than the extroverted personality. ADVERTISEMENT The introverted person knows how to balance being social and alone.

The simple act of committing an objective to paper helps to encode that objective in your brain. As a result, you’re more likely to actively work toward accomplishing it.In the workplace, clear goals give employees a means of objectively measuring their progress.

Think Again by Adam Grant. It’s a book about rethinking, both at individual and group levels.Here I’d like to discuss one part of the book.

Give and Take, Adam Grant taught readers about the importance of interactions with others. In Originals, he preached the value of new ideas.

Studies on engineers, medical students, and salespeople revealed those who gave more favors than received ranked lowest in productivity, test scores, and sales revenue.But, there’s a twist.When looking at the best performers, it was the same type of people, with a high drive to benefit others, who were most successful.Nice people finished last, but also finished first. The million dollar question—what’s the difference maker?The first step is understanding reciprocity styles.Professor Adam Grant explains that we fall into three major categories of social interaction:Matchers make up the majority of the field, and play a crucial role in the rise of givers and the fall of takers.

Studies on engineers, medical students, and salespeople revealed those who gave more favors than received ranked lowest in productivity, test scores, and sales revenue.But, there’s a twist.When looking at the best performers, it was the same type of people, with a high drive to benefit others, who were most successful.Nice people finished last, but also finished first. The million dollar question—what’s the difference maker?The first step is understanding reciprocity styles.Professor Adam Grant explains that we fall into three major categories of social interaction:Matchers make up the majority of the field, and play a crucial role in the rise of givers and the fall of takers.

Cialdini Asks is a series of video interviews in which I ask experts in behavioral science about the journey that spurred their literary and academic work: how they wrote about it for a larger and more popular audience, the aspects of their content, and the motivations behind their work.