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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.

Daniel H. Pink

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Daniel H. Pink
Age: 60
Born: 1964
Born: January 1
Author
Journalist
Writer
Daniel Pink
Dan Pink
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Short
Crowd
Happens
Longer
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Become
Particular
Goals
Take
Happen
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Even
High
Lows
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Term
Road
Myopic
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Organization
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People
Interest
Leadership
Nasty

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One aspect of play is the importance of laughter, which has physiological and psychological benefits. Did you know that there are thousands of laughter clubs around the world? People get together and laugh for no reason at all!
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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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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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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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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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Greatness and nearsightedness are incompatible. Meaningful achievement depends on lifting one's sights and pushing toward the horizon.
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I think this book, Matthew Desmond's Evicted: Poverty and Profit in the American City., if you have a friend who is a public official, hand him or her this book. It's that important. And this book raises some serious questions about what kind of country do we want to be.
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Experimentalists never know when their work is finished.
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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.
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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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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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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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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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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.
Daniel H. Pink
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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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Do what you can't and experience the beauty of the mistakes you make.
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All of us want to be part of something bigger than ourselves, something that matters.
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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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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.
Daniel H. Pink
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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.
Daniel H. Pink