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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.

Daniel H. Pink

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Daniel H. Pink
Age: 60
Born: 1964
Born: January 1
Author
Journalist
Writer
Daniel Pink
Dan Pink
Back
Sales
Long
Meant
Mind
Leadership
Way
Especially
Time
Information
Hoodwink
World
Choices
Asymmetry
Talk
Buyers
Comes
Sellers

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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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Greatness and nearsightedness are incompatible. Meaningful achievement depends on lifting one's sights and pushing toward the horizon.
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As Carol Dweck says, “Effort is one of the things that gives meaning to life. Effort means you care about something, that something is important to you and you are willing to work for it. It would be an impoverished existence if you were not willing to value things and commit yourself to working toward them.
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We have this myth that extroverts are better salespeople. As a result, extroverts are more likely to enter sales extroverts are more likely to get promoted in sales jobs. But if you look at the correlation between extroversion and actual sales performance - that is, how many times the cash register actually rings - the correlation's almost zero.
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Newtonian physics runs into problems at the subatomic level. Down there--in the land of hadrons, quarks, and Schrödinger's cat--things gent freaky. The cool rationality of Isaac Newton gives way to the bizarre unpredictability of Lewis Carroll.
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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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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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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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Tens of millions of people have iPods, whereas eight years ago, they didn't know they were missing them.
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The ultimate freedom for creative groups is the freedom to experiment with new ideas.
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The right brain is finally being taken seriously.
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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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The future belongs to a very different kind of person with a very different kind of mind - creators and empathizers, pattern recognizers and meaning makers.
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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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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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Harness the power of peers.
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Experimentalists never know when their work is finished.
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The misuse of extrinsic rewards, so common in business, impedes creativity, stifles personal satisfaction and turns play into work.
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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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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.
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