Daniel H. Pink
Daniel H. Pink
Daniel H. Pinkis a best-selling author and has written five books about business, work, and management that have sold more than two million copies worldwide and have been translated into 35 languages...
NationalityAmerican
ProfessionAuthor
CountryUnited States of America
leadership moving thinking
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?
leadership thinking skills
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.
leadership passion careers
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.
leadership long choices
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.
leadership thinking brain
I happen to be extremely left-brained; my instinct is to draw a chart rather than a picture. I'm trying to get my right-brain muscles into shape. I actually think this shift toward right-brain abilities has the potential to make us both better off and better in a deeper sense.
leadership independent self
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.
leadership book writing
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.
leadership mind economic
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.
leadership white creative
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.
leadership organization goal
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.
leadership thinking tough-questions
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.
leadership mind benefits
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.
leadership technology people
Now it's easy for someone to set up a storefront and reach the entire world in very modest ways. So these technologies that we thought would dis-intermediate traditional sellers gave more people the tools to be sellers. It also changed the balance of power between sellers and buyers.
leadership years mind
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.