Daniel H. Pink is the author of six provocative books — including his newest, When: The Scientific Secrets of Perfect Timing. WHEN has spent 4 months on the New York Times bestseller list and was named a Best Book of 2018 by Amazon and iBooks. Dan's other books include the long-running New York Times bestseller A Whole New Mind and the #1 New York Times bestsellers Drive and To Sell is Human. His books have won multiple awards and have been translated into 39 languages. He and his wife, who live in Washington, DC, have three children -- a college senior, a college sophomore, and a high school sophomore.
The monkeys solved the puzzle simply because they found it gratifying to solve puzzles. They enjoyed it. The joy of the task was its own reward.
In the past, work was defined primarily by putting in time, and secondarily on getting results. "We need to flip that model,” Ressler told me. “No matter what kind of business you’re in, it’s time to throw away the tardy slips, time clocks and outdated, industrial-age thinking.
Policy makers and business leaders take note: money matters. But often the best use of money as a motivator is to pay people enough to take the issue of money off the table—so that people can focus on the work rather than on the cash.
One source of frustration in the workplace is the frequent mismatch between what people must do and whatpeople can do. When what they must do exceeds their capabilities, the result is anxiety. When what they must do falls short of their capabilities,the result is boredom. But when thematch is just right, the results can be glorious. This is the essence of flow.
The ultimate freedom for creative groups is the freedom to experiment with new ideas. Some skeptics insist that innovation is expensive. In the long run, innovation is cheap. Mediocrity is expensive—and autonomy can be the antidote. ” TOM KELLEY General Manager, IDEO,Lawyers often face intense demands but have relatively little “decision latitude. ” Behavioral scientists use this term to describe the choices, and perceived choices, a person has. In a sense, it’s another way of describing autonomy—and lawyers are glum and cranky because they don’t have much of it.
Dan Ariely, author of Predictably Irrational, a book that offers an entertaining and engaging overview of behavioral economics.
Never argue. To win an argument is to lose a sale.
A few of us are extraverts. A few of us are introverts. But most of us are ambiverts, sitting near the middle, not the edges, happily attuned to those around us. In some sense, we are born to sell.
The quality of the problem that is found is a forerunner of the quality of the solution that is attained. It is in fact the discovery and creation of problems rather than any superior knowledge, technical skill, or craftsmanship, that often sets the creative person apart from others in his field.
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.
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. .
