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.

Most people believe that great leaders are distinguished by their ability to give compelling answers. This profound book shatters that assumption, showing that the more vital skill is asking the right questions…. Berger poses many fascinating questions, including this one: What if companies had mission questions rather than mission statements? This is a book everyone ought to read—without question.

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.

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?

When you put off a task, you buy yourself time to engage in divergent thinking rather than foreclosing on one particular idea.

The most meaningful way to succeed is to help others succeed.