The Peacock and the Panda
How Givers, Takers, and Matchers Build Networks
Every man must decide whether he will walk in the light of creative altruism or in the darkness of
destructive selfishness.
—Martin Luther King Jr., civil rights leader and Nobel Peace Prize winner
Several decades ago, a man who started his life in poverty lived the American Dream. He came from
humble beginnings, growing up in Missouri farm towns without indoor plumbing. To help support his
family, the young man worked long hours on farms and paper routes. He put himself through college at
the University of Missouri, graduated Phi Beta Kappa, and completed a master’s degree and then a
doctorate in economics. He pursued a life of public service, enlisting in the Navy and then serving in
several important roles in the U.S. government, earning the Navy Commendation Medal and National
Defense Service Medal. From there, he built his own company, where he was chairman and CEO for
fifteen years. By the time he stepped down, his company was worth $110 billion, with more than
twenty thousand employees in forty countries around the world. For five consecutive years, Fortune
named his company “America’s Most Innovative Company” and one of the twenty-five best places to
work in the country. When asked about his success, he acknowledged the importance of “Respect . . .
the golden rule . . . Absolute integrity . . . Everyone knows that I personally have a very strict code of
personal conduct that I live by.” He set up a charitable family foundation, giving over $2.5 million to
more than 250 organizations, and donated 1 percent of his company’s annual profits to charity. His
giving attracted the attention of former president George W. Bush, who commended him as a “good
guy” and a “generous person.”
Then he was indicted.
His name was Kenneth Lay, and he is best remembered as a primary villain in the Enron scandal.
Enron was an energy, commodities, and securities firm headquartered in Houston. In October 2001,
Enron lost $1.2 billion in shareholder equity after reporting third-quarter losses of $618 million,
The Peacock and the Panda How Givers, Takers, and Matchers Build Networks Every man must decide whether he will walk in the light of creative altruism or in the darkness of destructive selfishness. —Martin Luther King Jr., civil rights leader and Nobel Peace Prize winner Several decades ago, a man who started his life in poverty lived the American Dream. He came from humble beginnings, growing up in Missouri farm towns without indoor plumbing. To help support his family, the young man worked long hours on farms and paper routes. He put himself through college at the University of Missouri, graduated Phi Beta Kappa, and completed a master’s degree and then a doctorate in economics. He pursued a life of public service, enlisting in the Navy and then serving in several important roles in the U.S. government, earning the Navy Commendation Medal and National Defense Service Medal. From there, he built his own company, where he was chairman and CEO for fifteen years. By the time he stepped down, his company was worth $110 billion, with more than twenty thousand employees in forty countries around the world. For five consecutive years, Fortune named his company “America’s Most Innovative Company” and one of the twenty-five best places to work in the country. When asked about his success, he acknowledged the importance of “Respect . . . the golden rule . . . Absolute integrity . . . Everyone knows that I personally have a very strict code of personal conduct that I live by.” He set up a charitable family foundation, giving over $2.5 million to more than 250 organizations, and donated 1 percent of his company’s annual profits to charity. His giving attracted the attention of former president George W. Bush, who commended him as a “good guy” and a “generous person.” Then he was indicted. His name was Kenneth Lay, and he is best remembered as a primary villain in the Enron scandal. Enron was an energy, commodities, and securities firm headquartered in Houston. In October 2001, Enron lost $1.2 billion in shareholder equity after reporting third-quarter losses of $618 million,