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 purpose of an organization is to enable ordinary humans beings to do extraordinary things.
If you're a set of guys looking to start a company, think about women you could team up with - they will see things differently and solve problems you didn't even realize you had.
You stand up for your teammates. Your loyalty is to them. You protect them through good and bad, because they'd do the same for you.
The cardinal responsibility of leadership is to identify the dominant contradiction at each point of the historical process and to work out a central line to resolve it.
Leadership is not something you do to people. It's something you do with people.
I consider it my job to nurture the creativity of the people I work with because at Sony we know that a terrific idea is more likely to happen in an open, free and trusting atmosphere than when everything is calculated, every action analysed and every responsibility assigned by an organisation chart.
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