Daniel H. Pink Quotes & Sayings (Page 2)
Daniel H. Pink quotes and sayings page 2 (author). Here's quote # 11 through 20 out of the 29 we have.
“In large organizations there are discrete functions. I do this; you do that. I swim in my lane; you swim in your lane. That can be very effective for certain processes and in certain stable conditions. But it doesn't work in unstable conditions.”
“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.”
“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.”
“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.”
“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.”
“There's an idea out there that salespeople have actually been obliterated by the Internet, which is just not supported by the facts.”
“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.”
“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.”
“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.”
“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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