American - Author | 1964 -
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.
Daniel H. Pink
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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.
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When we make progress and get better at something, it is inherently motivating. In order for people to make progress, they have to get feedback and information on how they're doing.
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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?
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I don't think it's a Western thing to really talk about intrinsic motivation and the drive for autonomy, mastery and purpose. You have to not be struggling for survival. For people who don't know where their next meal is coming, notions of finding inner motivation are comical.
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Entrepreneurs are moving from a world of problem-solving to a world of problem-finding. The very best ones are able to uncover problems people didn't realize that they had.
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Large companies are not going to disappear. Multinational companies with tens of thousands of employees are not going to disappear. In fact, many of them are getting larger because they can benefit from economies of scale.
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If you think about work, it's just this endlessly fascinating subject. We spend at least half of our waking hours working. So it becomes this incredible window into a whole variety of things: who we are human beings, how the economy works, how people relate to each other, how stuff is made, how the world spins on its axis.
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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.
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I think people get satisfaction from living for a cause that's greater than themselves. They want to leave an imprint. By writing books, I'm trying to do that in a modest way.
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Traditional performance reviews have passed their sell-by date. Big time. There's research showing that roughly two-thirds of performance appraisals have either no effect - or a negative effect! - on employee performance.
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When the facts are on your side, there is huge power in pitching with questions. Because questions are active rather than passive. They necessitate a response.
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