Daniel H. Pink Quotes

Great leaders help their people see how they can directly impact the company's objectives and their own personal goals.

Our emerging workforce is not interested in command-and-control leadership. They don't want to do things because I said so; they want to do things because they want to do them.

Usually, when you're taking over a team, you're restructuring, you're tearing it down, you're building it up again.

Empowerment is what managers do to people. Engagement is what managers do with people.

Many corporate leaders and employees have the right intentions, but it can be overwhelming when you consider how everything is affected from leadership styles, to organizational structure, to employee engagement, to customer service an marketplace.

As the leadership team, we're taking bold and decisive action to evolve our organization and culture. This includes difficult steps, but they are necessary to position Microsoft for future growth and industry leadership.

To me, success in the job is setting a vision, guiding an organization through change - which is exactly what I did at Digitas, and I'm very proud of that - and bringing people together and with you. That, to me, is what it takes to be successful.

I think whenever you come in, whenever you try to evolve a company, people will get nervous. But, if you articulate a clear vision, a clear mission to help them understand their roles in it and ask them to buy into the system, everyone will band together to make it happen.

Most leadership strategies are doomed to failure from the outset. As people have been noting for years, the majority of strategic initiatives that are driven from the top are marginally effective - at best.

I recognize we will pay more attention when we have different leadership.

Keeping people fired up starts with having a really clear vision for what the company is aiming to do.

I look forward to working closely with the CDK Board, management team, and employees to enable CDK to meet its full potential to generate value for all of its stakeholders.

There is power in helping people get excited about what they do and inspiring and motivating them to unleash their full potential.

People talk about flip charts, tactic boards and other rubbish like that. But the truth is that as a manager you just need to get the best out of the players at your disposal.

My goal is to change NXT. It is to change every company I've ever been to, and I've changed every company.

Many in top positions around Europe have devoted their lives to coaching.

A single person doesn't change an organization, but culture and good people do.

SK will evolve and develop based on its corporate culture and human resources.

If you hire great people, and they're all self-motivated, then you can get by without a lot of structure.

KIND had grown from a team of dedicated, overworked generalists to a large, professional organization with specialists who had either come in from outside or had been groomed internally to grow in a focused area about which they're passionate.

I'm a leader at the restaurant. If I do this, the people at the restaurant will try to do better. I believe in that, and that's the way it is.

When employees join executives in truly owning the responsibility for business success, an exciting new sense of teamwork takes hold.

Imagine going into an office and telling the staff that they have to follow your philosophy. Imagine the reaction you would get if you said that in any other walk of life. Why would I offer that to my players?

I'm a great believer in the Arsene Wenger school of management - which is, you don't worry about the opposition, you just get your own act together.

I don't know where we should take this company, but I do know that if I start with the right people, ask them the right questions, and engage them in vigorous debate, we will find a way to make this company great.