Sublime

as pessoas que fazem o mundo avançar com ideias originais raramente são modelos de convicção e comprometimento.

We also had a second drive—to seek reward and avoid punishment more broadly. And it was from this insight that a new operating system—call it Motivation 2.0—arose.

“Our work ethic? Work where and when it makes the most sense, doing the things you do better than anyone else.

over $75,000 a year—big raises and annual bonuses won’t actually improve their productivity or performance. After that basic-needs line is crossed, employees want intrinsic rewards. They want to be in control of their own time (autonomy), they want to work on projects that interest them (curiosity/passion), and they want to work on projects that

if you’re the client, a bad idea that takes a long time to hatch will cost more than a good idea the firm comes up with instantly. That’s why many free agents charge by the project or the task—rather than by the hour. People know in their bones that there’s something awry with the old economy notion that the more time you log, the more valuable you

This is where expertise, knowledge, and experience matter, but these are also the exact same things we fail to value, we lose sight of, when we make value judgments based primarily on effort.

Its focus on team work increased productivity and effectiveness brilliantly. But we were overlooking a vital element—the individual team member.

Drive, by Daniel Pink, and Punished by Rewards, by Alfie Kohn.