Some of the most compelling TED Talks out there focus on business strategy.
Thought leaders from around the world discuss how to be a more effective leader, how to motivate yourself and your employees, and how to launch a successful business.
Each one challenges conventional notions about the way we work.
We rounded up 11 talks that will make you a smarter, more curious, and more effective businessperson.
Dan Pink: Rewards and punishments aren’t always effective in the workplace
Pink is a motivation expert whose talk focuses on the difference between intrinsic and extrinsic motivation. It’s the difference between doing something because it matters to you and doing something because you’re getting rewarded for it.
According to Pink, there’s a ton of scientific evidence suggesting that intrinsic motivators – not rewards and punishments – are the “secret” to stellar performance. But you wouldn’t know it from spending time in a typical organization.
“If you look at the science, there is a mismatch between what science knows and what business does,” he says. “What’s alarming here is that our business operating system – think of the set of assumptions and protocols beneath our businesses, how we motivate people, how we apply our human resources – it’s built entirely around these extrinsic motivators, around carrots and sticks.”
Pink suggests that organizations give workers significantly more autonomy. He cites Wikipedia, where people contribute information without compensation, as an extreme example of the kind of environment organizations should create. No economist could have predicted Wikipedia’s success, Pink says, but it shows the power of that inner drive to create and succeed.
Jason Fried: It’s not your fault you’re so unproductive at work
If you’ve ever left the office after a full day at work and realized you got precisely nothing done, you can probably identify with Fried’s argument.
According to Fried, the author of “Rework” and the CEO of Basecamp, a company where everyone is allowed to remotely, modern offices just aren’t conducive to optimal performance. That’s because we’re constantly getting distracted – by our boss checking in on us, by pointless meetings, by coworkers with urgent requests, etc.
“You don’t have a work day anymore,” Fried says in his talk. “You have work moments. It’s like the front door of the office is like a Cuisinart, and you walk in and your day is shredded to bits, because you have 15 minutes here, 30 minutes there.”
To remedy this problem, Fried advises organizations to implement half-days (or more) of complete silence, during which employees can work uninterrupted. Moreover, he recommends doing away with most meetings entirely so that people have time to actually think.
Simon Sinek: The key to organizational success is a selfless leader
In his talk, Sinek, a leadership expert, asks why the modern workplace doesn’t look more like the military. The answer, he says, boils down to a difference in management strategy – in the military, leaders put their subordinates first.
“When a leader makes the choice to put the safety and lives of the people inside the organization first,” he says, “to sacrifice their comforts and sacrifice the tangible results, so that the people remain and feel safe and feel like they belong, remarkable things happen.”
Sinek argues that the key elements of any successful organization are trust and cooperation. That way, employees spend less time competing with each other and more time collaborating to protect themselves from the potential danger outside. It’s the leader’s responsibility to create a culture like this, starting by putting the organization’s interests above their own.
Linda Hill: Leaders of innovative organizations facilitate the exchange of inspiring ideas
Hill is a management professor who studies the factors that lead to innovation. In her talk, she says that the key to innovation is being able to celebrate differences and generate what she calls a “marketplace of ideas.” It’s not about brainstorming and suspending judgment – instead, it’s about having constructive debates.
Hill highlights Pixar as an example of a company that has refined its creative process. At Pixar, “they have developed a rather patient and more inclusive decision-making process that allows for both/and solutions to arise and not simply either/or solutions.”
The leader of an innovative organization must create a space where even the lowest-ranking employees feel compelled to share their ideas. That way, everyone’s strengths combine to create works of collective genius.
Itay Talgam: Business teams can learn a lot from how symphony orchestras maintain harmony
This unconventional talk is given by an Israeli symphony orchestra conductor-turned-business consultant. Talgam outlines what organizational leaders can learn from conductors, namely that you don’t tell your team members what to do so much as create the conditions that allow the team to lead itself.
In other words, your role as a leader is to enable your employees (or musicians) to shine.
“You have the story of the orchestra as a professional body. You have the story of the audience as a community. … You have the stories of the individuals in the orchestra and in the audience. … And all those stories are being heard at the same time. This is the true experience of a live concert.”
“By treating your employees as partners rather than true subordinates, you create harmony among your team and give it a better chance of success.”
Bill Gross: Timing is everything when it comes to a startup’s success
Gross, a serial entrepreneur, says there’s a reason most startups fail: It’s not the right time for them to exist.
Gross analyzed 200 companies (he helped start 100 of them through his company Idealab) and found that the most successful were all started at a point when there was a genuine need for their product or services. In fact, he says in his talk, timing accounted for 42% of the difference between success and failure.
Other factors – like your team and your business model – matter a lot. But Gross advises entrepreneurs to think hard about whether it’s exactly the right moment to launch their business.
“The best way to really assess timing is to really look at whether consumers are really ready for what you have to offer them,” he says. “And to be really, really honest about it, not be in denial about any results that you see.”
Harish Manwani: Every successful business must aim to make the world a better place
At this point in his career, Manwani understands that profit isn’t enough to sustain a business. Every organization, he says in his talk, needs to make a difference in the world. It’s up to organizational leadership to ensure that this happens.
Manwani is the COO of Unilever, and when he started there as a management trainee in the 1970s, he didn’t quite get this notion of changing people’s lives while making money. Today, he helps lead Unilever’s program on hygiene and health that reaches half a billion people across the globe.
“You need businesses that can actually define their role in society in terms of a much larger purpose than the products and brands that they sell,” he says. “Values and purpose are going to be the two drivers of software that are going to create the companies of tomorrow.”
Barry Schwartz: The modern workplace can be demotivating
Schwartz’s talk is similar to Pink’s in that it makes the case against money as the primary motivation for doing good work.
The Swarthmore College psychologist and author of “Why We Work” asks the audience: “How is it that we allow the majority of people on the planet to do work that is monotonous, meaningless, and soul-deadening?“
In other words, most people don’t work in factories, where they’re basically cogs in a wheel and the only reward for their effort is a paycheck at the end of the day. But many workplaces are operating as though that’s still the case, giving people financial incentives for hitting their goals. As a result, Schwartz says, people become lazy and unmotivated and poor performers.
Instead, we should be tapping into people’s intrinsic motivation and their desire for meaningfulness so that they become dedicated, motivated, and stellar performers.
Joe Gebbia: It’s possible to build a succesful business on trust
Gebbia is a cofounder and the chief product officer of Airbnb and in his talk, he offers listeners a glimpse into the realization that inspired the company’s founding.
Now that Airbnb’s a successful business, it doesn’t seem that weird to find a stranger online and let them into your home for a night. But when Gebbia, along with his cofounder and current CEO Brian Chesky, approached investors, the idea was still very weird – and no one would invest.
Gebbia, a design-school graduate, decided to rely on solid design to turn Airbnb into a successful business. Specifically, both hosts and guests would be able to see reviews of the other person. And there would be prompts to encourage hosts and guests to share something about themselves.
“We bet our whole companyon the hope that,with the right design,people would be willing to overcome the stranger-danger bias,” Gebbia says. “What we didn’t realizeis just how many peoplewere ready and waiting to put the bias aside.”
He goes on: “When trust works out right, it can be absolutely magical.”
Adam Grant: Procrastination can breed creativity
We’ve been taught to look askance at procrastinators as the laziest and least motivated workers around. But Grant, a Wharton psychologist and the author of “Originals,” suggests otherwise.
“Procrastinating is a vice when it comes to productivity,but it can be a virtue for creativity,” he says his in his talk.
Specifically, when you give a problem more time to sit around in your head, you generate better solutions than you do if you simply jump on the first answer you come up with.
What’s more, Grant says, some dilly-dallying in the form of “idea doubt” can be useful:
“Look at Facebook, waiting to build a social networkuntil after Myspace and Friendster.Look at Google, waiting for years after Altavista and Yahoo.It’s much easier to improve on somebody else’s ideathan it is to create something new from scratch.So the lesson I learned is that to be original you don’t have to be first.You just have to be different and better.”
The most important takeaway from Grant’s talk is this: You’re going to have to try and fail a lot when you’re working on a big project – but it will be worth if it paves the way for huge success.
Adam Galinsky: You can make your voice heard even if you’re not so powerful
Galinsky’s talk focuses on fixing what he calls the “low-power double bind.” If you’re low on the corporate hierarchy or the less-powerful party in a negotiation, you can either speak up and get punished or not speak up and go unnoticed.
Drawing on psychological research, the Columbia Business School professor comes up with multiple tools to solve this problem. He argues that it’s possible to expand the influence you have in any social situation.
One such tool is perspective-taking: “When you think about what the other person wants, they’re more likely to give you what you want,” Galinsky says.
Another tool is asking people for advice, so that they become your allies. A third tool is tapping into your passion, so that you seem like an expert when you speak and so that other people are more inclined to listen to you.
The takeaway here is that you may not be able to change your title at work or acquire more social capital immediately, but you can imbue yourself with the confidence and clearheadedness to speak your mind and get what you want.