From a brief excerpt in Pink’s book, To Sell is Human, it seems that we draw different conclusions while viewing the same work conditions.
What Rewards Matter Most?
Dan Pink places emphasis on intrinsic versus extrinsic reward.
The reviewer Kare Anderson disagrees with the emphasis Pinkputs on intrinsic rewards because in this uncertain economy, even resourceful, upbeat people know that circumstances can shift quickly.
She declares:
Rather than intrinsic rewards having a stronger and more beneficial effect on us than extrinsic benefits, there is a deeper interplay between these two drives, depending on the situation, what else is going on in our lives at time, and other factors.
In some situations our desire or need for extrinsic rewards does not dissipate as we become more inner-directed or accomplished, suggests the reviewer.
In fact, other factors come into play, and they are changeable too.
For example, what financial and other life factors are uppermost in our minds at the time? Plus our mindset, and temperament affect our view of the situation.
Well managed organizations will spur high performance by providing a varying mix of both incentives, and will involve employees in choosing the mix that best suits them.
Rather than worrying about what kind of motivation most drives peak performance and happy workers, focus on creating organizational systems that enable workers thrive as they work in ways that most motivate them.
That would seem to be the surest way for any organization to understand, motivate, optimize and retain their top talent.
Financial acknowledgement of one’s value at work will remain closely intertwined with the chance to use one’s best talents doing meaningful work.
By negotiating the most beneficial mix intrinsic and extrinsic motivation with employees, maximum employee satisfaction can be achieved.
It is prudent to seek both financial security and meaning in work.
The above article is available online at:
http://www.forbes.com/sites/kareanderson/2012/08/24/money-and-other-extrinsic-rewards-do-matter/
From the bestselling author of Drive and A Whole New Mind comes a surprising--and surprisingly useful--new book that explores the power of selling in our lives.
According to the U.S. Bureau of Labor Statistics, one in nine Americans works in sales. Every day more than fifteen million people earn their keep by persuading someone else to make a purchase.
But dig deeper and a startling truth emerges:
Yes, one in nine Americans works in sales. But so do the other eight.
Whether we’re employees pitching colleagues on a new idea, entrepreneurs enticing funders to invest, or parents and teachers cajoling children to study, we spend our days trying to move others.
According to the U.S. Bureau of Labor Statistics, one in nine Americans works in sales. Every day more than fifteen million people earn their keep by persuading someone else to make a purchase.
But dig deeper and a startling truth emerges:
Yes, one in nine Americans works in sales. But so do the other eight.
Whether we’re employees pitching colleagues on a new idea, entrepreneurs enticing funders to invest, or parents and teachers cajoling children to study, we spend our days trying to move others.
Like it or not, we’re all in sales now. To Sell Is Human offers a fresh look at the art and science of selling. As he did in Drive and A Whole New Mind, Daniel
H. Pink draws on a rich trove of social science for his
counterintuitive insights. He reveals the new ABCs of moving others
(it's no longer "Always Be Closing"), explains why extraverts don't make
the best salespeople, and shows how giving people an "off-ramp" for
their actions can matter more than actually changing their minds.
Along the way, Pink describes the six successors to the elevator pitch, the three rules for understanding another's perspective, the five frames that can make your message clearer and more persuasive, and much more. The result is a perceptive and practical book--one that will change how you see the world and transform what you do at work, at school, and at home.
Along the way, Pink describes the six successors to the elevator pitch, the three rules for understanding another's perspective, the five frames that can make your message clearer and more persuasive, and much more. The result is a perceptive and practical book--one that will change how you see the world and transform what you do at work, at school, and at home.
Like it or not, we’re all in sales now.
To Sell Is Human offers a fresh look at the art and science of selling.
To Sell Is Human offers a fresh look at the art and science of selling.
As he did in Drive and A Whole New Mind, Daniel
H. Pink draws on a rich trove of social science for his counter-intuitive insights.
“…the glad-handing, truth-bending form of sales is a relic”
He reveals the new ABCs of moving others
(it's no longer "Always Be Closing"), explains why extraverts don't make
the best salespeople, and shows how giving people an "off-ramp" for
their actions can matter more than actually changing their minds.
Along the way, Pink describes the six successors to the elevator pitch, the three rules for understanding another person's perspective, the five frames that can make your message clearer and more persuasive, and much more.
Along the way, Pink describes the six successors to the elevator pitch, the three rules for understanding another person's perspective, the five frames that can make your message clearer and more persuasive, and much more.
The result is a perceptive and practical book--one that will
change how you see the world and transform what you do at work, at
school, and at home.
Pink suggests using the ABCs for persuasion:
Attunement, Buoyancy and Clarity:
1. Attunement: Listen to understand the other person.
2. Buoyancy: Be an “ambivert” – mid-way between an extrovert and an introvert, in your expression of optimism and resiliency.
3. Clarity: Be a succinct apt curator of the most relevant content for the person you seek to persuade.
Source:
http://www.danpink.com/books/drive
