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.
Interpretation
Management is a human invention that can evolve, and for true engagement, self-direction is more effective than traditional methods.
In this quote, Daniel H. Pink emphasizes that management is not a natural phenomenon but rather a concept created by humans. He contrasts traditional management approaches, which may prioritize compliance, with more modern, self-directed methods that foster engagement and motivation among individuals, suggesting that adaptability in management practices is essential for success.
In practice
During a leadership conference, this quote can be used to discuss modern management strategies.
While complying can be an effective strategy for physical survival, it's a lousy one for personal fulfillment. Living a satisfying life requires more than simply meeting the demands of those in control. Yet in our offices and our classrooms we have way too much compliance and way too little engagement. The former might get you through the day, but only the latter will get you through the night.
Succeeding makes us feel good. But beating someone else makes us feel really good. Comparing ourselves to others and coming out on top creates a sense of entitlement. And when we feel entitled, we cheat more because, of course, the rules don't apply to awesome people like us.
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.
We have this myth that extroverts are better salespeople. As a result, extroverts are more likely to enter sales; extroverts are more likely to get promoted in sales jobs. But if you look at the correlation between extroversion and actual sales performance - that is, how many times the cash register actually rings - the correlation's almost zero.
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.
Greatness and nearsightedness are incompatible. Meaningful achievement depends on lifting one's sights and pushing toward the horizon.
The fact is that a woman who aspires to be chairman of the board - or a member of the House - does so for exactly the same reasons as any man. Basically, these are that she thinks she can do the job, and she wants to try.
A leader who is self-aware enough to know that he or she is not adept at everything is one who has taken the first step toward being a great leader.
When I want my men to remember something important, to really make it stick, I give it to them double dirty. It may not sound nice to some bunch of little old ladies at an afternoon tea party, but it helps my soldiers to remember. You can't run an army without profanity; and it has to be eloquent profanity. An army without profanity couldn't fight its way out of a piss-soaked paper bag. As for the types of comments I make, sometimes I just, By God, get carried away with my own eloquence.
Kings in this world should imitate God, their mercy should be above their works.
I used to say of Napoleon that his presence on the field made the difference of forty thousand men.
A person, who no matter how desperate the situation, gives others hope, is a true leader.
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