About the Author

Daniel H. Pink is an American writer, he wrote 6 books, few among them are New York Times best sellers. Apart from it, he was a host and a co-executive producer of the 2014 National Geographic Channel social science TV series Crowd Control. Follow him @ Daniel

The content in brief

‘Drive’ is one of my good books forever because I love Daniel’s deep understanding of leadership and the way he drove the content with real examples. Surprisingly, I have the similar rational thinking about management and leadership. Perhaps, that is why I fell in love with this book. Dear readers/leaders, I would suggest not to miss it.

What drives a human being? Is it food? Shelter? or Clothes? Of course these three, but the real drive is the motivation to secure them. When the basic needs got fulfilled, the motivation should come from heart to win other necessities. Eventually, the motivation should be intrinsic. Well, how many of today’s leaders and managers are succeeding to pull the team’s intrinsic motivation out, and create great output by bridging the gap between company’s need and employees?. To me, majority of the managers/ leaders are being sold out for lesser cost because they are working as old machines rather creative people. Let’s get into the book ‘DRIVE’

Daniel had drove the book ‘Drive’ in such way, describing the problem, how to solve it, and the tools which can help to solve the problem effectively. The book consists of three parts 1. New operating system 2. The three elements 3. The tool kit. What is the operating system here? The motivation which drives us to fulfil the needs. He described the book mainly into three operating systems 1. Motivation 1.0, 2. Motivation 2.0, 3. Motivation 3.0.

Motivation 1.0 operating system is good as it was to sum of our biological needs (Food, shelter and sex) but, the second operating system — Motivation 2.0  started – Carrots and sticks (Seeking rewards and avoiding punishments), it has become far less compatible with current lifestyle. Leadership should learn how to leverage rewards and punishments otherwise, it generates a negative impact rather positive. Daniel curated numerous real examples, let me give an example: Ford is so intent on producing a certain car at a certain weight at a certain price by a certain date that it omits safety checks and unleashes the dangerous Ford Pinto – The product failed.

Is my product values for 100 bucks? Will produce a quality product but, is my product getting 100 bucks for me? Will produce a product which ignores the quality and fails to fulfill the customer need.

Narasimha Mohan.

Another classic example: Why Motivation 2.0 is not compatible with current life style is:

In 2002, the Nobel foundation awarded its prize in economy to Daniel Kahneman who is not even an economist, apparently, he is a psychologist. His invention is that economics is not the study of money, it is the study of the behavior. Each day we are constantly figuring the cost and benefits of our actions and then deciding how to act which is true.

Please see my theory of economics.

Basics of Economy one should know

So, we are complicating our economy rather keeping it simple. Hyperrational calculated brains are making the things complex day by day. Well, Daniel, has given many examples and statistics why the operating system, Motivation 2.0 is not compatible and why do we need to upgrade to Motivation 3.0.

Motivation 3.0 consists of three elements 1. Autonomy 2. Mastery 3. Purpose. Essentially these three elements help to realize what are you good at? How to setup your own goals? How to keep your day in your control. etc. Don’t miss the last part “Toolkit” to achieve Motivation 3.0.

Let’s hope the drivers of organizations will drive the leadership to overcome the challenges of Motivation 2.0. Hope another article from my mind makes sense here.

How to build good Startup culture in the initial days of business (saranmok.com)

Highlights from the book

1. Societies also have operating system. The laws, social customs, and economic arrangements that we encounter each day sit atop a layer of instructions, protocols, and suppositions about how the world works.
2. Goals may cause systematic problems for organizations due to narrowed focus, unethical behavior, increased risk taking, decreased cooperation, and decreased intrinsic motivation. Use care when applying goals in your organization.
3. Sears imposes a sales quota on its auto repair staff — and workers responded by over-charging customers and completing unnecessary repairs. Enron sets lofty revenue goals — and the race to meet them by any means possible catalyzers the company’s collapse.
4. Economics wasn’t the study of money. it was the study of behavior. In the course of a day, each of us was constantly figuring the cost and benefits of our actions and then deciding how to act.

As an entrepreneur, I’m blessed with 100% autonomy over task, time, technique and team. Here is the thing: If I maintain that autonomy, I fail. I fail to ship. I fail to excel, I fail to focus. I inevitably end up either with no product or a product the market rejects. The art of the art is picking your limits. That is the autonomy I most cherish. The freedom to pick my boundaries.

Seth Godin.

Another good read

Book review: Zero to One