“Sometimes, the only way to discover who you are or what life you should lead is to do less PLANNING and more LIVING — to burst the double bubble of comfort and convention and just DO stuff.”
This advice wasn’t just savvy guidance for how to write — it might be the wisest advice I know for how to live… The way to be okay, we all believe, is to have a specific plan — except may it’s not…
The smartest, most interesting, most dynamic, most impactful people … lived to figure it out. At some point in their lives, they realized that carefully crafted plans … often don’t hold up… Sometimes, the only way to discover who you are or what life you should lead is to do less planning and more living — to burst the double bubble of comfort and convention and just do stuff, even if you don’t know precisely where it’s going to lead, because you don’t know precisely where it’s going to lead.
This might sound risky — and you know what? It is. It’s really risky. But the greater risk is to choose false certainty over genuine ambiguity. The greater risk is to fear failure more than mediocrity. The greater risk is to pursue a path only because it’s the first path you decided to pursue.
Or, as a wise woman put it: “imagine immensities, don’t compromise, and don’t waste time. Start now. Not 20 years from now, not two weeks from now. Now.”
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“Like it or not, we’re all in sales right now… whether we’re teachers or art directors or in healthcare.”
“Temperament, whether individual or collective, is not amenable to persuasion,” Joseph Conrad wrote in his reflection on writing and the role of the artist. And yet it seems to be through our temperaments, not our rational deliberation, that we absorb so many of our impressions. But how can we shape our own impressions upon the temperaments of others — how can we master the art of persuasion?
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Pink shares the counterintuitive results of two studies that reveal the inner workings of what influences our behavior — and the half-truth of why money can’t buy us satisfaction:
The best use of money as a motivator is to pay people enough to take the issue of money off the table: Pay people enough so that they’re not thinking about money and they’re thinking about the work. Once you do that, it turns out there are three factors that the science shows lead to better performance, not to mention personal satisfaction: autonomy, mastery, and purpose.
In Drive, Pink goes on to illustrate why the traditional carrots-and-sticks paradigm of extrinsic reward and punishment doesn’t work, pointing instead to his trifecta of intrinsic motivators: Autonomy, or the desire to be self-directed; Mastery, or the itch to keep improving at something that’s important to us; and Purpose, the sense that what we do produces something transcendent or serves something meaningful beyond than ourselves.
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“It is in fact the discovery and creation of problems rather than any superior knowledge, technical skill, or craftsmanship that often sets the creative person apart.”
Pink, wary of the disagreeable twinges accompanying the claim that everyone should self-identify as a salesperson, preemptively counters in the introduction:
I’m convinced we’ve gotten it wrong.
This is a book about sales. But it is unlike any book about sales you have read (or ignored) before. That’s because selling in all its dimensions — whether pushing Buicks on a lot or pitching ideas in a meeting — has changed more in the last ten years than it did over the previous hundred. Most of what we think we understand about selling is constructed atop a foundation of assumptions that have crumbled.
[…]
Selling, I’ve grown to understand, is more urgent, more important, and, in its own sweet way, more beautiful than we realize. The ability to move others to exchange what they have for what we have is crucial to our survival and our happiness. It has helped our species evolve, lifted our living standards, and enhanced our daily lives. The capacity to sell isn’t some unnatural adaptation to the merciless world of commerce. It is part of who we are.
One of Pink’s most fascinating arguments echoes artist Chuck Close, who famously noted that “our whole society is much too problem-solving oriented. It is far more interesting to [participate in] ‘problem creation.’” Pink cites the research of celebrated social scientists Jacob Getzels and Mihaly Csikszentmihalyi, who in the 1960s recruited three dozen fourth-year art students for an experiment. They brought the young artists into a studio with two large tables. The first table displayed 27 eclectic objects that the school used in its drawing classes. The students were instructed to select one or more objects, then arrange a still life on the second table and draw it. What happened next reveals an essential pattern about how creativity works:
The young artists approached their task in two distinct ways. Some examined relatively few objects, outlined their idea swiftly, and moved quickly to draw their still life. Others took their time. They handled more objects, turned them this way and that, rearranged them several times, and needed much longer to complete the drawing. As Csikszentmihalyi saw it, the first group was trying to solve a problem: How can I produce a good drawing? The second was trying to find a problem: What good drawing can I produce?
As Csikszentmihalyi then assembled a group of art experts to evaluate the resulting works, he found that the problem-finders’ drawings had been ranked much higher in creativity than the problem-solvers’. Ten years later, the researchers tracked down these art students, who at that point were working for a living, and found that about half had left the art world, while the other half had gone on to become professional artists. That latter group was composed almost entirely of problem-finders. Another decade later, the researchers checked in again and discovered that the problem-finders were “significantly more successful — by the standards of the artistic community — than their peers.” Getzels concluded:
It is in fact the discovery and creation of problems rather than any superior knowledge, technical skill, or craftsmanship that often sets the creative person apart from others in his field.
Pink summarizes:
The more compelling view of the nature of problems has enormous implications for the new world of selling. Today, both sales and non-sales selling depend more on the creative, heuristic, problem-finding skills of artists than on the reductive, algorithmic, problem-solving skills of technicians.
Another fascinating chapter reveals counterintuitive insights about the competitive advantages of introversion vs. extraversion. While new theories might extol the power of introverts over traditional exaltations of extraversion, the truth turns out to be quite different: Pink turns to the research of social psychologist Adam Grant, management professor at the Wharton School of Business at the University of Pennsylvania (my alma mater).
Grant measured where a sample of call center sales representatives fell on the introversion-extraversion spectrum, then correlated that with their actual sales figures. Unsurprisingly, Grant found that extraverts averaged $125 per hour in revenue, exceeding introverts’ $120. His most surprising finding, however, was that “ambiverts” — those who fell in the middle of the spectrum, “not too hot, not too cold” — performed best of all, with an hourly average of $155. The outliers who brought in an astounding $208 per hour scored a solid 4 on the 1-7 introversion-extraversion scale.
Pink synthesizes the findings into an everyday insight for the rest of us:
The best approach is for the people on the ends to emulate those in the center. As some have noted, introverts are ‘geared to inspect,’ while extraverts are ‘geared to respond.’ Selling of any sort — whether traditional sales or non-sales selling — requires a delicate balance of inspecting and responding. Ambiverts can find that balance. They know when to speak and when to shut up. Their wider repertoires allow them to achieve harmony with a broader range of people and a more varied set of circumstances. Ambiverts are the best movers because they’re the most skilled attuners.
Pink goes on to outline “the new ABCs of moving others” — attunement (“the ability to bring one’s actions and outlook into harmony with other people an with the context you’re [sic] in”), buoyancy (a trifecta of “interrogative self-talk” that moves from making statements to asking questions, contagious “positivity,” and an optimistic “explanatory style” of explaining negative events to yourself), and clarity (“the capacity to help others see their situations in fresh and more revealing ways and to identify problems they didn’t realize they had”).
For a taste of what makes To Sell Is Human worth picking up, here are some familiar faces and favorite voices:
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On the heels of Shonda Rhimes’s spectacular 2014 Dartmouth commencement address comes another wonderful addition to the greatest commencement addresses of all time. Author Daniel Pink — whose books explore such endlessly fascinating subjects as the art of persuasion, the science of what actually motivates us, and the benefits of being an “ambivert” — addressed the 2014 graduating class at Northwestern University’s Weinberg College of Arts and Sciences, from which Pink himself graduated in 1986 with a degree in linguistics before getting his J.D. from the Yale Law School.
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