Daniel H. Pink Quotes
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A lot of white-collar work requires less of the routine, rule-based, what we might call algorithmic set of capabilities, and more of the harder-to-outsource, harder-to-automate, non-routine, creative, juristic - as the scholars call it - abilities.
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Now it's easy for someone to set up a storefront and reach the entire world in very modest ways. So these technologies that we thought would dis-intermediate traditional sellers gave more people the tools to be sellers. It also changed the balance of power between sellers and buyers.
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Empathy is about standing in someone else's shoes, feeling with his or her heart, seeing with his or her eyes. Not only is empathy hard to outsource and automate, but it makes the world a better place.
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In large organizations there are discrete functions. I do this; you do that. I swim in my lane; you swim in your lane. That can be very effective for certain processes and in certain stable conditions. But it doesn't work in unstable conditions.
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I don't think it's a Western thing to really talk about intrinsic motivation and the drive for autonomy, mastery and purpose. You have to not be struggling for survival. For people who don't know where their next meal is coming, notions of finding inner motivation are comical.
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You know, I'm not a huge fan of the concept of 'passion' when it comes to careers. Instead of trying to answer the daunting question of 'What's your passion?' it's better simply to watch what you do when you've got time of your own and nobody's looking.
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Questions are often more effective than statements in moving others. Or to put it more appropriately, since the research shows that when the facts are on your side, questions are more persuasive than statements, don't you think you should be pitching more with questions?
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In many professions, what used to matter most were abilities associated with the left side of the brain: linear, sequential, spreadsheet kind of faculties. Those still matter, but they're not enough.
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I happen to be extremely left-brained; my instinct is to draw a chart rather than a picture. I'm trying to get my right-brain muscles into shape. I actually think this shift toward right-brain abilities has the potential to make us both better off and better in a deeper sense.
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Studying design has made me a much, much more astute observer of this aspect of business. And I'm working mightily to improve my empathic skills. I've dramatically improved my ability to read facial expressions - and I'm trying to be a better, more attentive listener.
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If you understand the independent worker, the self-employed professional, the freelancer, the e-lancer, the temp, you understand how work and business in the U.S. operate today.
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I think the more important task for a young person than developing a personal brand is figuring out what she's great at, what she loves to do, and how she can use that to leave an imprint in the world. Those are tough questions, but essential ones. Answer those - and the personal brand follows.
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Most of what we know about sales comes from a world of information asymmetry, where for a very long time sellers had more information than buyers. That meant sellers could hoodwink buyers, especially if buyers did not have a lot of choices or a way to talk back.
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It seems the best approach for any venture is a combo platter - Japan's quality-consciousness paired with America's willingness to experiment and (sometimes) fail.
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The ability to take another perspective has become one of the keys to both sales and non-sales selling. And the social science research on perspective-taking yields some important lessons for all of us.
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Especially for fostering creative, conceptual work, the best way to use money as a motivator is to take the issue of money off the table so people concentrate on the work.
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One of the best predictors of ultimate success in either sales or non-sales selling isn't natural talent or even industry expertise, but how you explain your failures and rejections.
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There's an idea out there that salespeople have actually been obliterated by the Internet, which is just not supported by the facts.
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Large companies are not going to disappear. Multinational companies with tens of thousands of employees are not going to disappear. In fact, many of them are getting larger because they can benefit from economies of scale.
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Typically, if you reward something, you get more of it. You punish something, you get less of it. And our businesses have been built for the last 150 years very much on that kind of motivational scheme.
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What's important now are the characteristics of the brain's right hemisphere: artistry, empathy, inventiveness, big-picture thinking. These skills have become first among equals in a whole range of business fields.
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If you create something, whether it's a painting or a company, I think if you care about it, you have some obligation to go out and tell people about it.
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In economic terms, we've always thought of work as a disutility - as something you do to get something else. Now it's increasingly a utility - something that's valuable and worthy in its own right.