Bulldog Motivational Quotes

I saw her as soon as I pulled into the parking lot. This beautiful woman with a gigantic smile on her face was just about bouncing up and down despite the orthopedic boot she had on her foot as she waved me into a parking space. I felt like I’d been hit in the gut. She took my breath away. She was dressed in workout clothes, her long brown hair softly framing her face, and she just glowed. I composed myself and got out of the car. She was standing with Paul Orr, the radio host I was there to meet. Local press had become fairly routine for me at this point, so I hadn’t really given it much thought when I agreed to be a guest on the afternoon drive-time show for WZZK. But I had no idea I’d meet her. Paul reached out his hand and introduced himself. And without waiting to be introduced she whipped out her hand and said, “Hi! I’m Jamie Boyd!” And right away she was talking a mile a minute. She was so chipper I couldn’t help but smile. I was like that little dog in Looney Toons who is always following the big bulldog around shouting, “What are we going to do today, Spike?” She was adorable. She started firing off questions, one of which really caught my attention. “So you were in the Army? What was your MOS?” she asked. Now, MOS is a military term most civilians have never heard. It stands for Military Occupational Specialty. It’s basically military code for “job.” So instead of just asking me what my job was in the Army, she knew enough to specifically ask me what my MOS was. I was impressed. “Eleven Bravo. Were you in?” I replied. “Nope! But I’ve thought about it. I still think one day I will join the Army.” We followed Paul inside and as he set things up and got ready for his show, Jamie and I talked nonstop. She, too, was really into fitness. She was dressed and ready for the gym and told me she was about to leave to get in a quick workout before her shift on-air. “Yeah, I have the shift after Paul Orr. The seven-to-midnight show. I call it the Jammin’ with Jamie Show. People call in and I’ll ask them if they’re cryin’, laughin’, lovin’, or leavin’.” I couldn’t believe how into this girl I was, and we’d only been talking for twenty minutes. I was also dressed in gym clothes, because I’d been to the gym earlier. She looked down and saw the rubber bracelet around my wrist. “Is that an ‘I Am Second’ bracelet? I have one of those!” she said as she held up her wrist with the band that means, “I am second after Jesus.” “No, this is my own bracelet with my motto, ‘Train like a Machine,’ on it. Just my little self-motivator. I have some in my car. I’d love to give you one.” “Well, actually, I am about to leave. I have to go work out before my shift,” she reminded me. “You can have this one. Take it off my wrist. This one will be worth more someday because I’ve been sweating in it,” I joked. She laughed and took it off my wrist. We kept chatting and she told me she had wanted to do an obstacle course race for a long time. Then Paul interrupted our conversation and gently reminded Jamie he had a show to do. He and I needed to start our interview. She laughed some more and smiled her way out the door.

Organizer—Using work breakdown, estimating, and scheduling techniques, determines the complete work effort for the project, the proper sequence of the work activities, when the work will be accomplished, who will do the work, and how much the work will cost. • Point Man—Serves as the central point-of-contact for all oral and written project communications. • Quartermaster—Ensures the project has the resources, materials, and facilities its needs when it needs it. • Facilitator—Ensures that stakeholders and team members who come from different perspectives understand each other and work together to accomplish the project goals. • Persuader—Gains agreement from the stakeholders on project definition, success criteria, and approach; manages stakeholder expectations throughout the project while managing the competing demands of time, cost, and quality; and gains agreement on resource decisions and issue resolution action steps. • Problem Solver—Utilizes root-cause analysis process experience, prior project experiences, and technical knowledge to resolve unforeseen technical issues and to take any necessary corrective actions. • Umbrella—Works to shield the project team from the politics and “noise” surrounding the project, so they can stay focused and productive. • Coach—Determines and communicates the role each team member plays and the importance of that role to the project success, finds ways to motivate each team member, looks for ways to improve the skills of each team member, and provides constructive and timely feedback on individual performances. • Bulldog—Performs the follow-up to ensure that commitments are maintained, issues are resolved, and action items are completed. • Librarian—Manages all information, communications, and documentation involved in the project.

key roles played by the project manager: Planner—Ensures that the project is defined properly and completely for success, all stakeholders are engaged, work effort approach is determined, required resources are available when needed, and processes are in place to properly execute and control the project. Organizer—Using work breakdown, estimating, and scheduling techniques, determines the complete work effort for the project, the proper sequence of the work activities, when the work will be accomplished, who will do the work, and how much the work will cost. Point Person—Serves as the central point of contact for all oral and written project communications. Quartermaster—Ensures the project has the resources, materials, and facilities it needs when it needs it. Facilitator—Ensures that stakeholders and team members who come from different perspectives understand each other and work together to accomplish the project goals. Persuader—Gains agreement from the stakeholders on project definition, success criteria, and approach; manages stakeholder expectations throughout the project while managing the competing demands of time, cost, and quality; and gains agreement on resource decisions and issue resolution action steps. Problem Solver—Utilizes root-cause analysis process experience, prior project experience, and technical knowledge to resolve unforeseen technical issues and take any necessary corrective actions. Umbrella—Works to shield the project team from the politics and “noise” surrounding the project, so they can stay focused and productive. Coach—Determines and communicates the role each team member plays and the importance of that role to the project’s success, finds ways to motivate each team member, looks for ways to improve the skills of each team member, and provides constructive and timely feedback on individual performances. Bulldog—Performs the follow-up to ensure that commitments are maintained, issues are resolved, and action items are completed. Librarian—Manages all information, communications, and documentation involved in the project.

Each type of Critic has a different motivation and strategy, and identifying which Critics are affecting you can be useful. The Perfectionist tries to get you to do everything perfectly. It has very high standards for behavior, performance, and production. When you don’t meet its standards, the Perfectionist attacks you by saying that your work or behavior isn’t good enough, which makes it hard to finish projects. Sometimes the Perfectionist even makes it difficult to get started, as with writer’s block. Our clients with Perfectionist Critics have pictured them in a variety of ways—a crab with pincers, a schoolmarm with super-high standards, a magnifying glass, and an inspector, especially El Exigente, “the demanding one,” from a 1970s coffee commercial. The Inner Controller tries to control impulsive behavior, such as overeating, getting enraged, using drugs, or engaging in other indulgent behavior. It shames you after you binge, use, or react with rage. It is usually in a constant battle with an impulsive part of you. Our clients with Inner Controllers have viewed them as a bulldog, a lion tamer, an angry guard, and a shaming mother. The Taskmaster tries to get you to work hard in order to be successful. It attempts to motivate you by telling you that you’re lazy, stupid, or incompetent. It often gets into a battle with another part that procrastinates as a way of avoiding work. The Taskmaster might be envisioned as a demanding foreman, a vigilant watchdog, a boot in the center of your back, or someone constantly keeping a bunch of plates spinning.