Adopted from the following great insight shared by Malcolm Gladwell from the book David and Goliath
“Innovators need to be disagreeable.
By disagreeable, I don’t mean obnoxious or unpleasant. I mean that on that fifth dimension of the Big Five personality inventory, “agreeableness,” they tend to be on the far end of the continuum.
They are people willing to take social risks—to do things that others might disapprove of.”
Adopted from the following great insight shared by Malcolm Gladwell from the book David and Goliath
“We spend a lot of time thinking about the ways that prestige and resources and belonging to elite institutions make us better off. We don’t spend enough time thinking about the ways in which those kinds of material advantages limit our options.”
Adopted from the following great insight shared by Malcolm Gladwell from the book David and Goliath
“As the playwright George Bernard Shaw once put it: “The reasonable man adapts himself to the world: the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man.”
Adopted from the following great insight shared by Daniel Pink from the book To Sell is Human
“As some have noted, introverts are “geared to inspect,” while extraverts are “geared to respond.”35 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 up and when to shut up.”
Adopted from the following great insight shared by Daniel Pink from the book To Sell is Human
“The “first step in salesmanship” was “autosuggestion,” “the principle through which the salesman saturates his own mind with belief in the commodity or service offered for sale, as well as in his own ability to sell.”
Adopted from the following great insight shared by Daniel Pink from the book To Sell is Human
“How to stay afloat amid that ocean of rejection is the second essential quality in moving others. I call this quality “buoyancy.”
Adopted from the following great insight shared by Daniel Pink from the book To Sell is Human
“At every opportunity you have to move someone—from traditional sales, like convincing a prospect to buy a new computer system, to non-sales selling, like persuading your daughter to do her homework—be sure you can answer the two questions at the core of genuine service.
1) If the person you’re selling to agrees to buy, will his or her life improve?
2) When your interaction is over, will the world be a better place than when you began?
If the answer to either of these questions is no, you’re doing something wrong.”
Adopted from the following great insight shared by Daniel Pink from the book To Sell is Human
“In the new world of sales, being able to ask the right questions is more valuable than producing the right answers. Unfortunately, our schools often have the opposite emphasis. They teach us how to answer, but not how to ask.”
Adopted from the following great insight shared by Daniel Pink from the book To Sell is Human
“To sell well is to convince someone else to part with resources—not to deprive that person, but to leave him better off in the end.”
Adopted from the following great insight of Daniel Pink from his book Drive.
“Good design is a renaissance attitude that combines technology, cognitive science, human need, and beauty to produce something that the world didn’t know it was missing.” —PAOLA ANTONELLI, curator of architecture and design, Museum of Modern Art”