Biography
Adam Grant studies how people find motivation and meaning, and how leaders build better workplaces. He teaches at the Wharton School as the Saul P. Steinberg Professor of Management and hosts the TED podcasts ReThinking and WorkLife. His research and the Adam Grant book list—Give and Take, Originals, Option B, Think Again, and Hidden Potential—have reached millions of readers worldwide. Trained at Harvard (BA) and the University of Michigan (MS/PhD), he writes for the New York Times and advises organizations on culture, generosity, and innovation.
Author Summary
| Context | Attributes |
|---|---|
| Original Language | English (3668) |
| Born On | 1981 (1) |
| Genre | nonfiction (30), psychology (5) |
| Category | Career (192) |
| Topics | creativity (51), giving (16), leadership (111), resilience (106), rethinking (1) |
| Audiences | entrepreneurs (1006), leaders (2619), managers (441), professionals (751), students (3111) |
Popularity Score
Dr Adam Grant is an organizational psychologist, bestselling author, and one of the most influential voices on work and motivation. A longtime Wharton professor, he translates rigorous research into practical insights for leaders, teams, and learners. The Adam Grant book list includes Give and Take, Originals, Option B, Think Again, and Hidden Potential, which explore generosity, creativity, resilience, and the power of rethinking. He also hosts the TED podcasts ReThinking and WorkLife and writes widely for mainstream and academic audiences.
Interview Questions
What inspired you to write Give and Take, and what surprised you in the research?
I set out to test whether generosity helps or hurts performance. The surprise was that givers show up disproportionately at both the bottom and the top. The difference is boundaries—successful givers prioritize, say no more often, and protect time and energy while still helping.
How do you define originality from Originals?
Originals are nonconformists who improve the status quo. They aren’t necessarily risk seekers; they’re strategic risk balancers. They generate many ideas, test them, and adopt habits like procrastinating strategically to give themselves time to rethink and refine.
What’s the core takeaway from Think Again?
Rethinking is a skill and a mindset. We should spend less time preaching, prosecuting, and politicking—and more time thinking like scientists: embracing uncertainty, running small experiments, and updating beliefs when evidence changes.
What do you mean by hidden potential in your 2023 book?
Hidden Potential is about how character skills—like humility, curiosity, and resilience—expand our ability to learn. Progress isn’t just about innate talent; it’s about creating environments and habits that make growth sustainable and visible over time.
How can leaders build cultures that encourage speaking up?
Leaders can normalize dissent by inviting criticism, rewarding thoughtful disagreement, and creating routines—like a challenge network—where people are expected to question assumptions. Psychological safety plus accountability drives better learning and decisions.