American - Author | 1964 -
A lot of white-collar work requires less of the routine, rule-based, what we might call algorithmic set of capabilities, and more of the harder-to-outsource, harder-to-automate, non-routine, creative, juristic - as the scholars call it - abilities.
Daniel H. Pink
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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.
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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.
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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.
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Selling is helping people to do what they're already inclined to do.
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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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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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I think the more important task for a young person than developing a personal brand is figuring out what she's great at, what she loves to do, and how she can use that to leave an imprint in the world. Those are tough questions, but essential ones. Answer those - and the personal brand follows.
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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.
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Too many people hold a very narrow view of what motivates us. They believe that the only way to get us moving is with the jab of a stick or the promise of a carrot. But if you look at over 50 years of research on motivation, or simply scrutinize your own behavior, it's pretty clear human beings are more complicated than that.
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What's important now are the characteristics of the brain's right hemisphere: artistry, empathy, inventiveness, big-picture thinking. These skills have become first among equals in a whole range of business fields.
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For creative tasks, the best approach is often just to hire great people and get out of their way.
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