Delivery Motivational Quotes

Stop trying. Take long walks. Look at scenery. Doze off at noon. Don't even think about flying. And then, pretty soon, you'll be flying again.

So in this letter I am yours. Not Garden’s, not your mission’s, but yours, alone. I am yours in other ways as well: yours as I watch the world for your signs, apophenic as a haruspex; yours as I debate methods, motives, chances of delivery; yours as I review your words by their sequence, their sound, smell, taste, taking care no one memory of them becomes too worn. Yours. Still, I suspect you will appreciate the token.

A professional who doesn't deliver as committed is not just lazy, he is a liar.

From the hood of his car, he hefted a large green insulated pack - the kind Fadlan's Falafel used for deliveries. "This is for you, Magnus. I hope you enjoy." The scent of fresh falafel wafted out. True, I'd eaten falafel just a few hours ago, but my stomach growled because ... well, more falafel. "Man, you're the best. I can't believe - Wait. You're in the middle of a fast and you brought me food? That seems wrong." "Just because I'm fasting doesn't mean you can't enjoy." He clapped me on my shoulder. "You'll be in my prayers. All of you." I knew he was sincere. Me, I was an atheist. I only prayed sarcastically to my own father for a better colour of boat. Learning about the existence of Norse deities and the Nine Worlds had just made me more convinced that there was no grand divine plan. What kind of God would allow Zeus and Odin to run around the same cosmos, both claiming to be the king of creation, smiting mortals with lightning bolts and giving motivational seminars? Bur Amir was a man of faith. He and Samirah believed in something bigger, a cosmic force that actually cared about humans. I suppose it was kind of comforting to know Amir had my back in the prayer department, even if I doubted there was anybody at the end of that line. "Thanks, man." I shook his hand one last time.

Human beings remember "firsts"- the first time something happens, or the begining of an experience- and we tend to remember "lasts" as well. So when you are about to make a critical/negative delivery , start your criticism with a positive begining, it will affect the rest of the experience. Start by giving them solid ground to stand by expressing the fact that you value them and they matter. Once they are reassured of their own worth, people will accept your comments far more easily and they'll get less defensive.

Technology is a delivery system – you just have to make sure what you’re delivering is memorable and motivating.

There can be no question that Musk has mastered the art of getting the most out of his employees. Interview three dozen SpaceX engineers and each one of them will have picked up on a managerial nuance that Musk has used to get people to meet his deadlines. One example from Brogan: Where a typical manager may set the deadline for the employee, Musk guides his engineers into taking ownership of their own delivery dates. “He doesn’t say, ‘You have to do this by Friday at two P.M.,’” Brogan said. “He says, ‘I need the impossible done by Friday at two P.M. Can you do it?’ Then, when you say yes, you are not working hard because he told you to. You’re working hard for yourself. It’s a distinction you can feel. You have signed up to do your own work.” And by recruiting hundreds of bright, self-motivated people, SpaceX has maximized the power of the individual. One person putting in a sixteen-hour day ends up being much more effective than two people working eight-hour days together. The individual doesn’t have to hold meetings, reach a consensus, or bring other people up to speed on a project. He just keeps working and working and working. The ideal SpaceX employee is someone like Steve Davis, the director of advanced projects at SpaceX. “He’s been working sixteen hours a day every day for years,” Brogan said. “He gets more done than eleven people working together.

You are worse than a corrupt politician if you don't vote, because tomorrow. You will be the first to complain about bad service delivery and how bad the country is being run by bad leaders and criminals.

I am yours in other ways as well: yours as I watch the world for your signs, apophenic as a haruspex; yours as I debate methods, motives, chances of delivery; yours as I review your words by their sequence, their sound, smell, taste, taking care no one memory of them becomes too worn. Yours.

I'm yours in other ways as well: yours as I watch the world for your signs, apophenic as a haruspex; yours as I debate methods, motives, chances of delivery; yours as I review your words by their sequence, their sound, smell, taste, taking care no one memory of them becomes too worn. Yours. Still, I suspect you will appreciate the token.

You have to imagine what it was like to be on the receiving end of vicious antagonism: sneering, contempt, ridicule, slights about one’s intelligence, integrity and motives. In those days, women even ran the risk of dismissal for their opinions. And this treatment came from other women, as well as men. In fact, “in-fighting” between various schools of nurses who had some sort of training in midwifery was particularly nasty. One eminent lady – the matron of St Bartholomew’s Hospital – branded the aspiring midwives as “anachronisms, who would in the future be regarded as historical curiosities”. The medical opposition seems to have arisen mainly from the fact that “women are striving to interfere too much in every department of life”.* Obstetricians also doubted the female intellectual capacity to grasp the anatomy and physiology of childbirth, and suggested that they could not therefore be trained. But the root fear was – guess what? – you’ve got it, but no prizes for quickness: money. Most doctors charged a routine one guinea for a delivery. The word got around that trained midwives would undercut them by delivering babies for half a guinea! The knives were out.

Just because an eloquent, articulate and well-spoken person is sharing something, does not make what they are saying, true.  Just because someone can relay information with an engaging, exciting or enticing delivery, does not mean what is being said is fact.  Deciding what is true based on only emotion and not connecting with logic, looking up facts and researching for the proof behind it,  can be very dangerous.  Back it up before you buy into it. 

Dagny, everybody knows it. Everybody knows how train schedules have been run in the past three weeks, and why some districts and some shippers get transportation, while others don’t. What we’re not supposed to do is say that we know it. We’re supposed to pretend to believe that ‘public welfare’ is the only reason for any decision—and that the public welfare of the city of New York requires the immediate delivery of a large quantity of grapefruit.” He paused, then added, “The Director of Unification is sole judge of the public welfare and has sole authority over the allocation of any motive power and rolling stock on any railroad anywhere in the United States.

So in this letter I am yours. Not Garden's, not your mission's, but yours, alone. I am yours in other ways as well: yours as I watch the world for your signs, apophenic as a haruspex; yours as I debated methods, motives, chances of delivery; yours as I review your words by their sequence, their sounds, smell, taste, taking care no one memory of them becomes too worn. Yours.

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Where a typical manager may set the deadline for the employee, Musk guides his engineers into taking ownership of their own delivery dates. “He doesn’t say, ‘You have to do this by Friday at two P.M.,’” Brogan said. “He says, ‘I need the impossible done by Friday at two P.M. Can you do it?’ Then, when you say yes, you are not working hard because he told you to. You’re working hard for yourself. It’s a distinction you can feel. You have signed up to do your own work.” And by recruiting hundreds of bright, self-motivated people, SpaceX has maximized the power of the individual. One person putting in a sixteen-hour day ends up being much more effective than two people working eight-hour days together. The individual doesn’t have to hold meetings, reach a consensus, or bring other people up to speed on a project. He just keeps working and working and working. The

Developing your eloquence and enunciation will reduce the likelihood of misinterpretation and misunderstanding, making your delivery more powerful.

Raising awareness of the tight connection between sales and production also helps guard against one of the great evils of traditional selling and order-taking systems, namely the resort to bonus systems to motivate a sales force working with no real knowledge of or concern about the capabilities of the production system. These methods produce periodic surges in orders at the end of each bonus period (even though underlying demand hasn’t changed) and an occasional “order of the century” drummed up by a bonus-hungry sales staff, which the production system can’t possibly accommodate. Both lead to late deliveries and bad will from the customer. In other words, they magically generate muda.

The expatriate mentality is a tough thing to explain easily. Any affluent or even middle-class American who renounces the good life of sushi delivery and 50-channel cable television to relocate permanently to some third-world hole usually has to be motivated by a highly destructive personality defect. Either that, or something about home creates psychological demons that in turn create the urge for radical escape. I’d moved overseas straight out of college and been a classic expatriate ever since. I had all the symptoms: periodic unsuccessful attempts to repatriate, a tendency to try to make grandiose foreign adventures compensate for a total inability to accumulate money; bad teeth; unhealthy personal relationships, etc. I’d been aware for years that my passion for uprooting and completely changing my lifestyle and even my career was like a drug addiction – not only did I get off on it, but I needed to do it fairly regularly just to keep from getting the shakes.

Uber, a car service start-up founded by Travis Kalanick and Garrett Camp, has been giving out free rides during Austin’s SXSW conference for several years. During a single week, thousands of potential Uber customers—tech-obsessed, high-income young adults who cannot find a cab—are motivated to try out this service. One year Uber offered free rides. Another year, it offered BBQ delivery. Instead of spending millions on advertising or countless resources trying to reach these potential users in their respective cities, Uber just waited for the one week a year when they were all in one place and did something special. And Uber did this because a few years earlier they’d watched Twitter take SXSW by storm with a similar collaboration with the conference. This is thinking like a growth hacker—it’s how you get the most bang for your buck and how you get it from the right people.

Service journalists. That's how an editor-in-chief described us to a roomful of corporate communicators. We are, he said, purveyors of ideas, of information and inspiration through writing intended to produce a positive response. Call what we do, then, action journalism. Transcending the mere delivery of information, it is writing with the expectation that our readers will act as a result of reading our words. And because of what we expect from them as a result of our efforts, a huge difference separates our kind of writing from the standard journalist's. They report and analyze. We report and advocate. They help sell newspapers and magazines. We help achieve organizational goals by influencing action. We create and enhance employee, shareholder, and customer confidence, build faith in corporate leadership, pride in its products. We heighten employee morale, foster belief in our company's intrinsic worth and trust in its mission. Ours is journalism with a definite slant, specific points of view, ulterior motives, particular objectives, all tilted toward the company, institution, association, or agency employing us.

(OSCAR - – -) “When you become sensitive to forces outside and inside yourself, you become sort of a light to others in this world and beyond. It is at this stage that you become very vulnerable to your own vices and weaknesses. The thing that lives under the bed is real—it always has been and it always will be. Walls can’t stop it. Concrete can’t stop it, steel can’t stop it; it slips past a lead, titanium, or garlic buffer like a hot knife through butter. The one and only force that can stop it is you. You never have to take delivery on any package in this realm or others if you remember that they always need your signature. You have the power to stop all of this if you choose, and you should always do so until you find out the entities’ purpose and motives. You are the sentry of your own mind and body, so challenge whomever or whatever wants to come to visit. If it’s beneficial and loving, it will wait or recede until you are ready. If it’s not at all friendly, you and only you have the power to send it back to where it came from, until you give up the right. The strong will eat the weak. What the weak have to remember is that power is a choice given to all. Die on your feet or die on your knees, you decide … death will come to all.

This book reveals the complexity of nurses’ motivations for joining. It probes how humanitarian nursing within a Quaker-based organization challenged nurses’ perception of their role as purveyors of Western-based knowledge and standards, even as they confronted questions of medical ethics and unfamiliar cultural practices. The Gadabout nurses’ narratives are not solely about what happened to them and how they reacted to the challenges. Rather, they are about how men and women as categories of identity have been constructed within the gendered mainstream historiography, particularly the international relations discipline.1 The China Convoy suggests that nurses’ voices should be taken more seriously, not only within the scholarly literature but also within the contemporary policy formation process. Nurses have been and will remain key to the delivery of humanitarian assistance. It is my hope that this book will open avenues of scholarly inquiry within the history and practice of humanitarian nursing.

It is time to call this ineffectiveness, this delay in the delivery of justice what it really is – a crime, and this continuous wrong should be declared a criminal act as such by law.

most developers prefer contributing to both product discovery and product delivery. It’s a matter of giving them a chance and motivating them to do more than just code.

Follow-Up Framework Opt-In: Offer a desirable bribe (also called a “hook” or “lead magnet”) in exchange for an email address (at a minimum). Hook Delivery: Deliver what was promised for the prospect opting in. Digital delivery can range from digital reports to emails to audio or video content. The benefit of digital delivery is that you can provide immediate gratification to your prospect and it’s free to send. Sellucation: Sellucation is selling through education. Each Follow-Up installment is an opportunity to address common questions, handle objections, and amplify the problem while presenting your solution. It’s education with the implicit intent of driving sales. Social Proof: Reiterating the social proof you presented in the Engage & Educate phase with testimonials, reviews, awards, partner logos, and case studies will enhance your credibility and build trust. Promotions: Offering free consultations, discounts, and other incentives can motivate your prospect to take action. Communicating an expiration associated with the promotion can create a sense of urgency that further persuades prospects to move forward.

For those who never be in the labor ward where everyone arrival at hospital or any where baby delivered.The helpers who help mother to deliver the baby they focus on that process heppen to be successfully cause the life& death of mom and baby involved them on that moment while they are hands they use to praying heartly in order to keep mom alive and well while the baby's arrive the moment baby arrival use to cry that is very important cause that tell them that baby is alive if this not heppening they force it to be heppen by that I mean crying is starting gear of everything.

AI is a tool and, like any tool, it can be used for positive and negative ends. It depends on the motives of the operator(s). There are benefits; it could revolutionise crime detection if utilized correctly, speed up and focus investigations and secure convictions. New technology will always be exploited before it is harnessed. That's human nature. With the internet as the perfect delivery mechanism, the effect of AI is multiplied infinitely. The danger is we may have invented our replacement that will one day outgrow us and evolve beyond us.

If indeed we had that chance, we fumbled it. We never lived up to any of our lofty goals. Chief among our missteps was failing to conceive of our software as a single product instead of as a set of separate projects. We never figured out how to integrate the pieces. Nothing worked smoothly. Our software update feature was riddled with bugs that often broke programs while trying to update them. Our code to connect Nautilus to our cloud services didn’t work at all. The Nautilus team had persistent problems coordinating with GNOME—the loose structure and lack of profit motive of the free software community meant that they did not share our money-making goals or care to coordinate with us so we could meet our delivery schedules. All these setbacks caused delay after delay.

They sat with it in silence for a while. Bosch ran it all through once more and couldn't knock it down. It was only case theory but it held together. It worked, but it didn't mean that it was the way it had happened. Every case had unanswered questions and loose ends when it came to motives and actions. Bosch always though that if you started with the assumption that murder is an unreasonable action, then how could there ever be a fully reasonable explanation for it? It was that understanding that kept him from watching and being able to enjoy films and television shows about detectives. He found them unrealistic in their delivery of what the general audience wanted: all of the answers.

While there is no formula for cognitive load, we can assess the number and relative complexity (internal to the organization) of domains for which a given team is responsible. The Engineering Productivity team at OutSystems that we mentioned in Chapter 1 realized that the different domains they were responsible for (build and continuous integration, continuous delivery, test automation, and infrastructure automation) had caused them to become overloaded. The team was constantly faced with too much work and context switching prevailed, with tasks coming in from different product areas simultaneously. There was a general sense in the team that they lacked sufficient domain knowledge, but they had no time to invest in acquiring it. In fact, most of their cognitive load was extraneous, leaving very little capacity for value-add intrinsic or germane cognitive load. The team made a bold decision to split into microteams, each responsible for a single domain/product area: IDE productivity, platform-server productivity, and infrastructure automation. The two productivity microteams were aligned (and colocated) with the respective product areas (IDE and platform server). Changes that overlapped domains were infrequent; therefore, the previous single-team model was optimizing for the exceptions rather than the rule. With the new structure, the teams collaborated closely (even creating temporary microteams when necessary) on cross-domain issues that required a period of solution discovery but not as a permanent structure. After only a few months, the results were above their best expectations. Motivation went up as each microteam could now focus on mastering a single domain (plus they didn’t have a lead anymore, empowering team decisions). The mission for each team was clear, with less context switching and frequent intra-team communication (thanks to a single shared purpose rather than a collection of purposes). Overall, the flow and quality of the work (in terms of fitness of the solutions for product teams) increased significantly.

So in this letter I am yours. Not Garden's, not your mission's, but yours, alone. I am yours in other ways as well: yours as I watch the world for your signs, apophenic as a haruspex; yours as I debated methods, motives, chances of delivery; yours as I review your words by their sequence, their sounds, smell, taste, taking care no one memory of them becomes too worn. Yours.

Commerce, promotion of, by ambassadors: It is an ambassador's duty to secure the general welfare of his homeland by advancing its commercial interests. He should strive to open doors to competition from contracts and investments by his country's businesses, but they, and he, must recognize that only they can actually conclude and implement such contracts. In the end, trade rightly goes to those who offer the most attractive product, the best price, the most advantageous financing, and the fastest, most reliable delivery of the goods or services at issue, not to those who invoke political preference. Commerce, selfish spirit of: "The selfish spirit of commerce knows no country; and feels no passion or principle but that of gain." — Thomas Jefferson, 1809 Commerce, source of war: "There was never a war at arms that was not merely the extension of a preceding war of commerce grown fiercer until the weapons of commerce seemed no longer sufficiently deadly." — Hugh S. Johnson, 1935 Communications, secutiry of: "The peacemaker requires secure reporting channels that protect him as well as the parties. Foreign parties are less likely to divulge their thinking on life-and-death security issues if the details of sensitive trades are going to appear in legislative hearings or media reports. In a democracy, there is a natural urge for openness, including full disclosure of other people's business. While respecting that urge, the mediator soon learns that the 'right' to information is most often asserted by those with the strongest motivation to scuttle the negotiation." — Chester A. Crocker, 1992

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