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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.

Daniel H. Pink

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Daniel H. Pink
Age: 60
Born: 1964
Born: January 1
Author
Journalist
Writer
Daniel Pink
Dan Pink
Success
Failures
Natural
Rejection
Best
Explain
Even
Selling
Predictors
Ultimate
Rejections
Industry
Salespeople
Talent
Expertise
Either
Sales

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The right brain is finally being taken seriously.
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But in the end, mastery involves working and working and showing little improvement, perhaps with a few moments of flow pulling you along, then making a little progress, and then working and working on that new, slightly higher plateau again. It's grueling, to be sure. But that's not the problem that's the solution.
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All of us want to be part of something bigger than ourselves, something that matters.
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Rewards can deliver a short-term boost—just as a jolt of caffeine can keep you cranking for a few more hours. But the effect wears off—and, worse, can reduce a person’s longer-term motivation to continue the project.
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We live in a world of breathtaking material plenty. That has freed hundreds of millions of people from day-to-day struggles and liberated us to pursue more significant desires: purpose, transcendence, and spiritual fulfillment.
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Human beings have an innate inner drive to be autonomous, self-determined, and connected to one another. And when that drive is liberated, people achieve more and live richer lives.
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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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The ultimate freedom for creative groups is the freedom to experiment with new ideas.
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For many of us, the opposite of talking isn't listening. It's waiting. When others speak, we typically divide our attention between what they're saying now and what we're going to say next - and end up doing a mediocre job at both.
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A lot of times when you have very short-term goals with a high payoff, nasty things can happen. In particular, a lot of people will take the low road there. They'll become myopic. They'll crowd out the longer-term interests of the organization or even of themselves.
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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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Mad magazine is like one of my few formative experiences, absolutely. Mad magazine teaches a whole generation of people to be irreverent toward power.
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For artists, scientists, inventors, schoolchildren, and the rest of us, intrinsic motivation-the drive to do something because it is interesting, challenging, and absorbing-is essential for high levels of creativity.
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Goals may cause systematic problems for organizations due to narrowed focus, unethical behavior, increased risk taking, decreased cooperation, and decreased intrinsic motivation. Use care when applying goals in your organization.
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If you want people to perform better, you reward them, right? Bonuses, commissions, their own reality show. Incentivize them. [...] But that's not happening here. You've got an incentive designed to sharpen thinking and accelerate creativity, and it does just the opposite. It dulls thinking and blocks creativity.
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I tend to pull nuggets out of many books - rather than having a handful of books that serve as guiding lights.
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Intrinsic motivation is conducive to creativity controlling extrinsic motivation is detrimental to creativity.
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Carry a notebook and write down examples of good and poor design. After a week, you'll begin to realize that nearly everything is the product of a design decision.
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Harness the power of peers.
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Wikipedia represents a belief in the supremacy of reason and goodness of others.
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