Book Titles

Since intrinsic drives are strongest, people will work most passionately and effectively on projects they choose for themselves.

…executives mustn’t complain when their company’s ideas are no better than the competition’s. Nor should they claim to be mystified when employees lack passion and engagement.

…for rewards, at most companies they almost always entail more responsibilities and less freedom.

Extrinsic motivators may be, by definition, the only type that a company can offer employees, but most companies do it about as poorly as they can.

…most organizations seem to be managed brilliantly for preventing people from performing at high levels.

The weight of the evidence is that the drive to persist in the difficult job of improving, especially in adults, comes mostly from inside.

Instead of compulsive practice producing high ability, high ability leads to compulsive practice.

…exactly where the innate factor comes from – how a child is born with a superability to learn in a specific field – remains a mystery.

…most don’t maintain the intensely focused daily work for the many years necessary to achieve at the highest levels. Whatever they bring into this world, it seems to be a start that shines brilliantly for a time and then usually fades.

…the people who do become top-level achievers are rarely child prodigies.