To Sell Is Human: The Surprising Truth About Moving Others
Daniel H. Pink
Language: English
Pages: 272
ISBN: 1594631905
Format: PDF / Kindle (mobi) / ePub
#1 New York Times Business Bestseller
#1 Wall Street Journal Business Bestseller
#1 Washington Post bestseller
From the bestselling author of Drive and A Whole New Mind comes a surprising--and surprisingly useful--new book that explores the power of selling in our lives.
According to the U.S. Bureau of Labor Statistics, one in nine Americans works in sales. Every day more than fifteen million people earn their keep by persuading someone else to make a purchase.
But dig deeper and a startling truth emerges:
Yes, one in nine Americans works in sales. But so do the other eight.
Whether we’re employees pitching colleagues on a new idea, entrepreneurs enticing funders to invest, or parents and teachers cajoling children to study, we spend our days trying to move others. Like it or not, we’re all in sales now.
To Sell Is Human offers a fresh look at the art and science of selling. As he did in Drive and A Whole New Mind, Daniel H. Pink draws on a rich trove of social science for his counterintuitive insights. He reveals the new ABCs of moving others (it's no longer "Always Be Closing"), explains why extraverts don't make the best salespeople, and shows how giving people an "off-ramp" for their actions can matter more than actually changing their minds.
Along the way, Pink describes the six successors to the elevator pitch, the three rules for understanding another's perspective, the five frames that can make your message clearer and more persuasive, and much more. The result is a perceptive and practical book--one that will change how you see the world and transform what you do at work, at school, and at home.
The Cambridge Companion to Piaget
Holotropic Mind: The Three Levels of Human Consciousness and How They Shape Our Lives
The Psychopathology of Everyday Life (Penguin Classics)
Introducing Persuasion: A Practical Guide
with power. Research by Dacher Keltner at the University of California, Berkeley, and others has shown that those with lower status are keener perspective-takers. When you have fewer resources, Keltner explained in an interview, “you’re going to be more attuned to the context around you.”4 Think of this first principle of attunement as persuasion jujitsu: using an apparent weakness as an actual strength. Start your encounters with the assumption that you’re in a position of lower power. That
effective in their regular jobs. And at the heart of what she teaches is listening. As I wait for Salit’s session to begin, one of my fellow students—he wears glasses and his lower lip juts out in front of his upper one—asks me where I work. “I’m a writer,” I say, inviting the conversation with false cheer. “I work for myself.” He turns away and doesn’t talk to me again. Seems like this guy needs help on listening. (Or perhaps I need to reread the chapter on pitching.) So when the time comes
loudly when he attempted breakneck maneuvers, and to browbeat him until he operated the matatu more like mild-mannered Dr. Jekyll than maniacal Mr. Hyde. The researchers dubbed their strategy “heckle and chide.” Over the next year, the team found that passengers riding in matatus bearing stickers were three times as likely to heckle drivers as those in the stickerless matatus. But did the efforts of these loud-mouthed passengers move the drivers or affect the safety of their journeys? To find
remember that I made a similar argument a decade ago in Daniel H. Pink, Free Agent Nation: The Future of Working for Yourself (New York: Business Plus, 2002). 7. The latest Etsy data are available at http://www.etsy.com/press. 8. Robert Atkinson, “It’s the Digital Economy, Stupid,” Fast Company, January 8, 2009. 9. Carl Franzen, “Kickstarter Expects to Provide More Funding to the Arts Than NEA,” Talking Points Memo, February 24, 2012, available at
single salesperson. Selling without a sales force sounds like confirmation of the “death of a salesman” meme. But Cannon-Brookes, the company’s CEO, sees it differently. “We have no salespeople,” he told me, “because in a weird way, everyone is a salesperson.” Enter the second reason we’re all in sales now: Elasticity—the new breadth of skills demanded by established companies. Cannon-Brookes draws a distinction between “products people buy” and “products people are sold”—and he prefers the
