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.
A society that respects women needs to elect leaders who care more about women's lives than they do about their or their company's bottom line.
So I had to be careful. I recognized the responsibility that, whether I liked it or not, I had to accept whatever the obligation was. That was to behave in a manner, to carry myself in such a professional way, as if there ever is a reflection, it's a positive one.
Most of my work has been in corporations, studying how you build an organization that helps people to identify and work to their strengths.
I ask particularly that those of you who are now in school will prepare yourselves to bear the burden of leadership over the next 40 years here in the United States, and make sure that the United States - which I believe almost alone has maintained watch and ward for freedom - that the United States meet its responsibility. That is a wonderful challenge for us as a people.
I say that every prince must desire to be considered merciful and not cruel. He must, however, take care not to misuse this mercifulness.
You have to work with people you don't like. You have to work with people who are working against your interests to try to bring them around. If you don't talk to them, you end up in the same place. And you never achieve anything.
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