In this post, you will find great Daniel H. Pink Quotes. You can learn and implement many lessons from these quotes.
If people are worried, if they’re fearful, if they feel a sense of grievance or that they’re not being treated properly or that they’re not being paid fairly, what you’re going to have is you’re going to have people doing the minimum amount of work necessary to not get fired, and not a peppercorn more.
The billable hours is a classic case of restricted autonomy. I mean, you’re working on – I mean, sometimes on these six-minute increments. So you’re not focused on doing a good job. You’re focused on hitting your numbers. It’s one reason why lawyers typically are so unhappy. And I want a world of happy lawyers.
Education in general, and higher education in particular, is on the brink of a huge disruption. Two big questions, which were once so well-settled that we ceased asking them, are now up for grabs. What should young people be learning? And what sorts of credentials indicate they’re ready for the workforce?
Autonomy: the urge to direct our own lives. Mastery: the desire to get better and better at something that matters. Purpose: the yearning to do what we do in the service of something larger than ourselves. These are the building blocks of an entirely new operating system for our businesses.
I’m not a Trump fan, to put it mildly, but I think there’s a power to simplicity. When Trump was running, people knew exactly what he stood for and what he was going to do as President.
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.
Management did not emanate from nature. Management is not a tree: it’s a television set. Somebody invented it. It doesn’t mean it’s going to work forever. Management is great. Traditional notions of management are great if you want compliance. But if you want engagement, self-direction works better.
All of us can expect to live longer than any organization that we would work for. That continues apace. Human longevity is increasing; corporate longevity is decreasing.
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.
My generation‘s parents told their children, ‘Become an accountant, a lawyer, or an engineer; that will give you a solid foothold in the middle class.’ But these jobs are now being sent overseas. So in order to make it today, you have to do work that’s hard to outsource, hard to automate.
I think there are moral obligations, and I think there are economic transactions. So I think that chores are good; I think that allowances are good. I think combining them is bad.
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.
Selling is helping people to do what they’re already inclined to do.
There is a huge body of evidence showing that people do better in their work when they know why they’re doing it in the first place. They do better when they see what they’re doing contributes to something in the world.
Too often, when you are close to people in power, you’re trying to make them happy; you’re trying to tell them what they want to hear. But I find that really good leaders don’t want that. They want the truth. And you do them a service, and yourself a service, by just being honest and straightforward.
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.