The science demonstrates that once people learn the fundamental practices and attitudes – and can exercise them in supportive settings – their motivation, and their performance, soars.
79
Drive:
Intrinsically motivated people usually achieve more than their reward-seeking counterparts.
79
Drive:
The most successful people, the evidence shows, often aren’t directly pursuing conventional notions of success. They’re working hard and persisting through difficulties because of their internal desire to control their lives…
79
Drive:
…people oriented toward autonomy and intrinsic motivation have higher self-esteem, better interpersonal relationships, and greater general well-being than those who are extrinsically motivated.
80
Drive:
…we can listen to the research, drag our business and personal practices into the twenty-first century, and craft a new operating system to help ourselves, our companies, and our world work a little better.
81
Drive:
…old-fashioned ideas of management are giving way to a newfangled emphasis on self-direction.
85
Drive:
…people don’t have schedules. They show up when they want. They don’t have to be in the office at a certain time – or any time, for that matter. They just have to get their work done. How they do it, when they do it, and where they do it is up to them.
86
Drive:
People must be paid well and be able to take care of their families… But once a company meets this baseline, dollars and cents don’t much affect performance and motivation.
87
Drive:
…partners, like all of us, need to direct their own lives.
88
Drive:
While some companies have oiled the gears a bit… core management hasn’t changed much in a hundred years. Its central ethic remains control; its chief tools remain extrinsic motivators.
