Daniel Pink’s Drive

Not for today's many independent idea plug-in small room resident, the manager gets wisdom of reasons people are superior - money, stock options, more money, and more money - It was. Recent motivating scholarship place to say travel

The Harvard Business School's Theresa Amabil, Consultant Tammy Ericsson and many other works, Pink, the new mind author of 2005: Why the right Brainers will see motivation from both perspectives and dominate the future . For leaders and leaders, he stated that frauding the excellent achievements from employees is no longer a problem of constraining inner self to make business top priority and supplement them . This was to satisfy the desire for worker's autonomy, which stimulated their "natural autonomous abilities."

Pink is offering advice on "X-type" for employees - for those who like external compensation, his money - he is primarily based on an internal reward of emerging rank "I- type "to be able to join. I drove. He thinks the difference is important: the first category has better long-term performance and happiness. To facilitate this transition, the Easy Toolkit section of this book shows you how to identify activities that produce a coveted 'flowing' state, for example, where your abilities and tasks are perfectly matched. Some of the proposed exercises sounds like Al Franken's SNL Separate Self, self-help master Stuart Smalley ("It's like me!"), But it is obvious that you ask yourself in your own spirit It is not harmful to you. What is the sentence that explains what motto should be printed on knowledge, your personal motivational poster, and who you are? We can all benefit from finding what constitutes us really in the morning.

The two wonderful books I recommend are about moving us and the motives of the external motives and essential motives to be moved by Daniel Pink: the amazing truth is motivating us and Alfie Kohn's penalty Relevant to the reward: A, praise, and other bribes. Both books cover carrot and stick practice dysfunction. We can build an environment and culture where employees can truly be interested in what they are doing. "How long have you to do now?" Is not a productive and sustainable way of thinking. It motivates people to focus on their output and one-sided indicators. Instead, our job is to create opportunities for our employees to learn new skills, experience and gain and demonstrate some of the changes they are doing. Our job is to confirm that our people have autonomy, control and goals.

Imagine three scenarios: In the first scene, you will see Daniel Pink's new book "Drive: Amazing Truth About what motivates us at MoneyWatch.com". Your boss really likes Daniel Pink's book, author of the best-selling book. If you really do not like pink books, you are narrowed down by the so-called "boss's eyes," You moved from my inner circle to professional Siberia "(from Jaws' s sinister base note) Outer ring "We call it" stick "scene.

Over the past few weeks I have read and praised Daniel Pink's latest work "Drive: Amazing Truth, About What Encourages Us". I received a copy of "Drive" comment. But this book was originally bought by me. I like the insight of Daniel Pink, the observation of trends, and the quality of sentences. What will drive us at the best performance? Is money fearing to be punished, rewarding, or more? Unless my son allows him to clean his room and bathroom, I can not say that I have too many ideas about motivation. But when I started reading "Drive", I noticed that pink was correct. It is time to upgrade my "operating system" from a operating system that does not focus much on rewards and penalties to a large operating system that appeals to us all. request