developing them, so much that he invested in motivated players even if they lacked the requisite
talent? In the classroom, C. J. Skender can afford to dedicate his time to students who demonstrate
interest and drive, as he can teach and mentor a large number of students each semester. Conversely,
in professional basketball and most work organizations, we face more limits: making a bet on one
person’s potential means passing on others.
Inman had made a commitment to developing LaRue Martin and Sam Bowie. If Inman had been
more of a taker, doesn’t it seem obvious that he would have cut his losses much more quickly and
moved on to other players? The moment he realized that Martin and Bowie weren’t contributing to his
team’s success, a taker wouldn’t feel any sense of responsibility to them. And if Inman had been more
of a matcher, wouldn’t he have been more willing to let them go? Surely a matcher would grow
frustrated that his investments in Martin and Bowie were not being reciprocated or rewarded.
It might seem that givers have a harder time letting go. But in reality, the exact opposite is true. It
turns out that givers are the least vulnerable to the mistake of overinvesting in people—and that being
a giver is what prevented Stu Inman from making far worse mistakes.
michael s
(Michael S)
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