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.
Interpretation
Motivation is more complex than simple rewards or punishments.
In this quote, Daniel H. Pink argues that common perceptions of motivation are overly simplistic, often viewing humans as driven solely by external incentives, such as rewards or threats. However, extensive research suggests that human motivation is influenced by a range of factors, including intrinsic desires and complex emotional drives, indicating that understanding what truly motivates individuals requires a deeper exploration of human behavior.
In practice
In a motivational speech to encourage employees to find deeper purposes in their work.
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.
Greatness and nearsightedness are incompatible. Meaningful achievement depends on lifting one's sights and pushing toward the horizon.
In many professions, what used to matter most were abilities associated with the left side of the brain: linear, sequential, spreadsheet kind of faculties. Those still matter, but they're not enough.
The will to succeed is important, but what's more important is the will to prepare.
Don't even wait until you've lost a pound. The minute you can push the plate away with food still on it, give yourself a pat on the back.
Ninety to ninety-five percent of people will withdraw to the comfort zone when what they try doesn't work. Only that small percentage, 5 or 10 percent, will continually improve themselves; they will continually push themselves out into the zone of discomfort, and these are always the highest performers in every field.
Climbing to the top demands strength, whether it is to the top of Mount Everest or to the top of your career.
You must have a reason to be in the places to which you go, and you must do only things that you really care about.
Nobody's going to do your life for you. You have to do it yourself, whether you're rich or poor, out of money or raking it in, the beneficiary of ridiculous fortune or terrible injustice. And you have to do it no matter what is true. No matter what is hard. No matter what unjust, sad, sucky things befall you. Self-pity is a dead-end road. You make the choice to drive down it. It's up to you to decide to stay parked there or to turn around and drive out.
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