When we find out we might be wrong, a standard defense is “I’m entitled to my opinion.” I’d like to modify that: yes, we’re entitled to hold opinions… - Adam Grant

When we select leaders, we don’t usually pick the person with the strongest leadership skills. We frequently choose the person who talks the most. It’s called the babble effect. Research shows that groups promote the people who command the most airtime — regardless of their aptitude and expertise. We mistake confidence for competence, certainty for credibility, and quantity for quality. We get stuck following people who dominate the discussion instead of those who elevate it.

It’s often said that where there’s a will, there’s a way. What we overlook is that when people can’t see a path, they stop dreaming of the destination.

Although many successful givers start from the default of trusting others’ intentions, they’re also careful to scan their environments to screen for potential takers, always ready to shift from feeling a taker’s emotions to analyzing a taker’s thoughts, and flex from giving unconditionally to a more measured approach of generous tit for tat. And when they feel inclined to back down, successful givers are prepared to draw reserves of assertiveness from their commitments to the people who matter to them.