Drivers Motivational Quotes

No matter how old you are now. You are never too young or too old for success or going after what you want. Here’s a short list of people who accomplished great things at different ages 1) Helen Keller, at the age of 19 months, became deaf and blind. But that didn’t stop her. She was the first deaf and blind person to earn a Bachelor of Arts degree. 2) Mozart was already competent on keyboard and violin; he composed from the age of 5. 3) Shirley Temple was 6 when she became a movie star on “Bright Eyes.” 4) Anne Frank was 12 when she wrote the diary of Anne Frank. 5) Magnus Carlsen became a chess Grandmaster at the age of 13. 6) Nadia Comăneci was a gymnast from Romania that scored seven perfect 10.0 and won three gold medals at the Olympics at age 14. 7) Tenzin Gyatso was formally recognized as the 14th Dalai Lama in November 1950, at the age of 15. 8) Pele, a soccer superstar, was 17 years old when he won the world cup in 1958 with Brazil. 9) Elvis was a superstar by age 19. 10) John Lennon was 20 years and Paul Mcartney was 18 when the Beatles had their first concert in 1961. 11) Jesse Owens was 22 when he won 4 gold medals in Berlin 1936. 12) Beethoven was a piano virtuoso by age 23 13) Issac Newton wrote Philosophiæ Naturalis Principia Mathematica at age 24 14) Roger Bannister was 25 when he broke the 4 minute mile record 15) Albert Einstein was 26 when he wrote the theory of relativity 16) Lance E. Armstrong was 27 when he won the tour de France 17) Michelangelo created two of the greatest sculptures “David” and “Pieta” by age 28 18) Alexander the Great, by age 29, had created one of the largest empires of the ancient world 19) J.K. Rowling was 30 years old when she finished the first manuscript of Harry Potter 20) Amelia Earhart was 31 years old when she became the first woman to fly solo across the Atlantic Ocean 21) Oprah was 32 when she started her talk show, which has become the highest-rated program of its kind 22) Edmund Hillary was 33 when he became the first man to reach Mount Everest 23) Martin Luther King Jr. was 34 when he wrote the speech “I Have a Dream." 24) Marie Curie was 35 years old when she got nominated for a Nobel Prize in Physics 25) The Wright brothers, Orville (32) and Wilbur (36) invented and built the world's first successful airplane and making the first controlled, powered and sustained heavier-than-air human flight 26) Vincent Van Gogh was 37 when he died virtually unknown, yet his paintings today are worth millions. 27) Neil Armstrong was 38 when he became the first man to set foot on the moon. 28) Mark Twain was 40 when he wrote "The Adventures of Tom Sawyer", and 49 years old when he wrote "Adventures of Huckleberry Finn" 29) Christopher Columbus was 41 when he discovered the Americas 30) Rosa Parks was 42 when she refused to obey the bus driver’s order to give up her seat to make room for a white passenger 31) John F. Kennedy was 43 years old when he became President of the United States 32) Henry Ford Was 45 when the Ford T came out. 33) Suzanne Collins was 46 when she wrote "The Hunger Games" 34) Charles Darwin was 50 years old when his book On the Origin of Species came out. 35) Leonardo Da Vinci was 51 years old when he painted the Mona Lisa. 36) Abraham Lincoln was 52 when he became president. 37) Ray Kroc Was 53 when he bought the McDonalds Franchise and took it to unprecedented levels. 38) Dr. Seuss was 54 when he wrote "The Cat in the Hat". 40) Chesley "Sully" Sullenberger III was 57 years old when he successfully ditched US Airways Flight 1549 in the Hudson River in 2009. All of the 155 passengers aboard the aircraft survived 41) Colonel Harland Sanders was 61 when he started the KFC Franchise 42) J.R.R Tolkien was 62 when the Lord of the Ring books came out 43) Ronald Reagan was 69 when he became President of the US 44) Jack Lalane at age 70 handcuffed, shackled, towed 70 rowboats 45) Nelson Mandela was 76 when he became President

To truly motivate others 1) discover what their motives, desires & drivers are 2) genuinely connect with and support them from the heart.

Faster is fatal, slower is safe.

Desire is the key to motivation, but it's determination and commitment to an unrelenting pursuit of your goal--a commitment to excellence--that will enable you to attain the success you seek. --Mario Andretti

Happiness is our one ultimate end. Boil it right the way down, reduce all those motivational drivers, and sitting right there at the centre of our very human hearts, is our yearning to be happy.

When the ego is in the driver’s seat, we judge. When our spirit, our authentic self, is in control, we practice listening (without judging), compassion, and love.

that enjoyment-based intrinsic motivation, namely how creative a person feels when working on the project, is the strongest and most pervasive driver.

Take control over your goal; be the driver, not the passenger. Don’t let anyone else decide your goal.

Scientists who study human motivation have lately learned that after basic survival needs have been met, the combination of autonomy (the desire to direct your own life), mastery (the desire to learn, explore, and be creative), and purpose (the desire to matter, to contribute to the world) are our most powerful intrinsic drivers—the three things that motivate us most. All three are deeply woven through the fabric of flow.

When the ego is in the driver’s seat, we judge. When our spirit, our authentic self, is in control, we practice listening (without judging), compassion, and love

Stop waiting for someone else to run your life. Get into the driver's seat and choose your destination.

they found “that enjoyment-based intrinsic motivation, namely how creative a person feels when working on the project, is the strongest and most pervasive driver.

When it comes to your life, always choose the driver's seat.

In life, you have two choices: Do you control your life… or not? Are you the driver or the passenger? Do you make stuff happen, or let stuff to happen?

Your healthy self-esteem is one of the most significant and powerful drivers in your life. It drives your perceptions, attitudes, opinions, relationships, communications, and your decisions.

bonuses don't really motivate workers. Once they reach a certain baseline salary, money is no longer the main driver. They need something more. Reams have been written about the Millennial generation's hunter for impact and meaning at work. In one way, I think Millennials (and Generation Z) are not so different from the rest of us. They just voice the desires the rest of us have learned to keep quiet.

External initiatives and perks never truly motivate people for the long term. Instead, only internal drivers—such as meaningful engagement, connectedness, and feeling valued—can engage employees on the deeper level needed for long-term commitment and productivity.

And yet, as we’ve seen throughout the book, beliefs aren’t always in the driver’s seat. Instead, they’re often better modeled as symptoms of the underlying incentives, which are frequently social rather than psychological. This is the religious elephant in the brain: We don’t worship simply because we believe. Instead, we worship (and believe) because it helps us as social creatures.

People are not motivated by the bottom line. It’s about the human factor—and purpose is the driver. It’s what stirs our souls and inspires us to do great things over a sustained period of time.” Capitalism for these organizations capitalizes on human enterprise, not performance metrics. On people, not consumers. On relationships, not transactions. And on becoming the best company for the planet, not just on the planet.

Loss aversion refers to the relative strength of two motives: we are driven more strongly to avoid losses than to achieve gains. A reference point is sometimes the status quo, but it can also be a goal in the future: not achieving a goal is a loss, exceeding the goal is a gain. As we might expect from negativity dominance, the two motives are not equally powerful. The aversion to the failure of not reaching the goal is much stronger than the desire to exceed it. People often adopt short-term goals that they strive to achieve but not necessarily to exceed. They are likely to reduce their efforts when they have reached an immediate goal, with results that sometimes violate economic logic. New York cabdrivers, for example, may have a target income for the month or the year, but the goal that controls their effort is typically a daily target of earnings. Of course, the daily goal is much easier to achieve (and exceed) on some days than on others. On rainy days, a New York cab never remains free for long, and the driver quickly achieves his target; not so in pleasant weather, when cabs often waste time cruising the streets looking for fares. Economic logic implies that cabdrivers should work many hours on rainy days and treat themselves to some leisure on mild days, when they can “buy” leisure at a lower price. The logic of loss aversion suggests the opposite: drivers who have a fixed daily target will work many more hours when the pickings are slim and go home early when rain-drenched customers are begging to be taken somewhere.

All goals or motivations fit within two categories: approach or avoid. For instance, going to work because you don’t want to lose your house is an avoidance-driven goal. Going to work to get a promotion is more approach- motivated. Your reason or goal, whether positive or negative, approach or avoidance motivated, is the driver of your thoughts, energy, and actions. In all instances, humans act as we do based on the future we see for ourselves. That may be a future we’re trying to avoid, or a future we’re trying to create.

But as a Puerto Rican woman, she belonged to not one but two minority groups. New research suggests that her double minority status may have amplified the costs and the benefits of speaking up. Management researcher Ashleigh Rosette, who is African American, noticed that she was treated differently when she led assertively than were both white women and black men. Working with colleagues, she found that double minority group members faced double jeopardy. When black women failed, they were evaluated much more harshly than black men and white leaders of both sexes. They didn’t fit the stereotype of leaders as black or as female, and they shouldered an unfair share of the blame for mistakes. For double minorities, Rosette’s team pointed out, failure is not an option. Interestingly, though, Rosette and her colleagues found that when black women acted dominantly, they didn’t face the same penalties as white women and black men. As double minorities, black women defy categories. Because people don’t know which stereotypes to apply to them, they have greater flexibility to act “black” or “female” without violating stereotypes. But this only holds true when there’s clear evidence of their competence. For minority-group members, it’s particularly important to earn status before exercising power. By quietly advancing the agenda of putting intelligence online as part of her job, Carmen Medina was able to build up successes without attracting too much attention. “I was able to fly under the radar,” she says. “Nobody really noticed what I was doing, and I was making headway by iterating to make us more of a publish-when-ready organization. It was almost like a backyard experiment. I pretty much proceeded unfettered.” Once Medina had accumulated enough wins, she started speaking up again—and this time, people were ready to listen. Rosette has discovered that when women climb to the top and it’s clear that they’re in the driver’s seat, people recognize that since they’ve overcome prejudice and double standards, they must be unusually motivated and talented. But what happens when voice falls on deaf ears?

In Drive, Daniel H. Pink is clear on the three drivers that actually motivate people: autonomy, mastery, and purpose. If someone is constantly on the receiving end of advice, with no option to share their own ideas, their autonomy and mastery certainly decline, and most likely their purpose too. Being told what to do—even with the best of intentions—signals that the advice-receiver is not really here for their ability to think, but only for their ability to implement someone else’s ideas. They certainly do not feel encouraged to bring their best self to work, to bring their creativity and commitment and competency, to assume leadership and try something new. If you lead these people, you now find yourself with an over-dependent team, a group that come to you for everything and seem to have traded in their self-sufficiency and autonomy.

But unlike naïve Marxians, we do not believe that economic interests alone drive change. Change is often affected by the evolution of ideas, and particularly of overarching beliefs.54 Once the Enlightenment notion that “all men are created equal” was accepted (however that idea came to be accepted, whatever the drivers), it was no surprise that it evolved in directions that brought within its ambit women and slaves. Given these beliefs, it would be hard to preserve the slavery system, in spite of the economic interests in preserving slavery—and even though motivated interests may have played a role in the creation and spread of the racial “construct” in the first place.55 The uber-ideology of the Enlightenment—the questioning of authority and the belief in meritocracy, the notion that change is possible and desirable, the respect extended to science and technology—have created preconditions that are favorable to the creation of a learning society and to learning institutions (firms)

I have time for only one drink,” Jordan said, glancing at the ormolu clock on the opposite wall. “I’ve promised Alexandra to stand at her side at a ball tonight and beam approvingly at a friend of hers.” Whenever Jordan mentioned his wife’s name, Ian noted with amusement, the other man’s entire expression softened. “Care to join us?” Ian shook his head and accepted his drink from the footman. “It sounds boring as hell.” “I don’t think it’ll be boring, precisely. My wife has taken it upon herself to defy the entire ton and sponsor the girl back into the ranks. Based on some of the things Alexandra said in her note, that will be no mean feat.” “Why is that?” Ian inquired with more courtesy than interest. Jordan sighed and leaned his head back, weary from the hours he’d been working for the last several weeks and unexcited at the prospect of dancing attendance on a damsel in distress-one he’d never set eyes on. “The girl fell into the clutches of some man two years ago and an ugly scandal ensued.” Thinking of Elizabeth and himself, Ian said casually, “That’s not an uncommon occurrence, evidently.” “From what Alex wrote me, it seems this case is rather extreme.” “In what way?” “For one thing, there’s every chance the young woman will get the cut direct tonight from half the ton-and that’s the half that will be willing to acknowledge her. Alex has retaliated by calling in the heavy guns-my grandmother, to be exact, and Tony and myself, to a lesser degree. The object is to try to brave it out, but I don’t envy the girl. Unless I miss my guess, she’s going to be flayed alive by the wagging tongues tonight. Whatever the bastard did,” Jordan finished, downing his drink and starting to straighten in his chair, “it was damaging as hell. The girl-who’s purported to be incredibly beautiful, by the way-has been a social outcast for nearly two years.” Ian stiffened, his glass arrested partway to his mouth, his sharpened gaze on Jordan, who was already starting to rise. “Who’s the girl?” he demanded tautly. “Elizabeth Cameron.” “Oh, Christ!” Ian exploded, surging out of his chair and snatching up his evening jacket. “Where are they?” “At the Willington’s. Why?” “Because,” Ian bit out, impatiently shrugging into his jacket and tugging the frilled cuffs of his shirt into place, “I’m the bastard who did it.” An indescribable expression flashed across the Duke of Hawthorne’s face as he, too, pulled on his evening jacket. “You are the man Alexandra described in her note as an ‘unspeakable cad, vile libertine,’ and ‘despoiler of innocents’?” “I’m all that and more,” Ian replied grimly, stalking toward the door with Jordan Townsende beside him. “You go to the Willingtons’ as quickly as you can,” he instructed. “I’ll be close behind you, but I’ve a stop to make first. And don’t, for God’s sake, tell Elizabeth I’m on my way.” Ian flung himself into his coach, snapped orders to his driver, and leaned back, counting minutes, telling himself it couldn’t possibly be going as badly for her as he feared it would. And never once did he stop to think that Jordan Townsende had no idea what motives could possibly prompt Elizabeth Cameron’s “despoiler” to be bent on meeting her at the Willington’s ball.

To better handle grief, become the passenger, not the driver.

At first, Mahalo garnered significant attention and traffic. At its high point, 14.1 million users worldwide visited the site monthly.[lxxxix] But over time, users began to lose interest. Although the payout of the bounties were variable, somehow users did not find the monetary rewards enticing enough. But as Mahalo struggled to retain users, another Q&A site began to boom. Quora, launched in 2010 by two former Facebook employees, quickly grew in popularity. Unlike Mahalo, Quora did not offer a single cent to anyone answering user questions. Why, then, have users stayed highly engaged with Quora, but not with Mahalo, despite its variable monetary rewards? In Mahalo’s case, executives assumed that paying users would drive repeat engagement with the site. After all, people like money, right? Unfortunately, Mahalo had an incomplete understanding of its users’ drivers. Ultimately, the company found that people did not want to use a Q&A site to make money. If the trigger was a desire for monetary rewards, the user was better off spending their time earning an hourly wage. And if the payouts were meant to take the form of a game, like a slot machine, then the rewards came far too infrequently and were too small to matter. However, Quora demonstrated that social rewards and the variable reinforcement of recognition from peers proved to be much more frequent and salient motivators. Quora instituted an upvoting system that reports user satisfaction with answers and provides a steady stream of social feedback. Quora’s social rewards have proven more attractive than Mahalo’s monetary rewards. Only by understanding what truly matters to users can a company correctly match the right variable reward to their intended behavior.

Scientists who study human motivation have lately learned that after basic survival needs have been met, the combination of autonomy (the desire to direct your own life), mastery (the desire to learn, explore, and be creative), and purpose (the desire to matter, to contribute to the world) are our most powerful intrinsic drivers—the three things that motivate us most. All three are deeply woven through the fabric of flow. Thus toying with flow involves tinkering with primal biology: addictive neurochemistry, potent psychology, and hardwired evolutionary behaviors.

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Rosette has discovered that when women climb to the top and it’s clear that they’re in the driver’s seat, people recognize that since they’ve overcome prejudice and double standards, they must be unusually motivated and talented. But

If we want to be happily engaged in our work and performing at our fullest potential, we’ve got to look inside ourselves, to understand what truly motivates us. We can’t rely on what others think we should be doing, or be enslaved by preordained notions of chasing money or prestige or power. All of us host a unique blend of motivators, core drivers that should guide us in sculpting the work life that’s right for us. Far too many people are casting about in confusion for what would make them more successful and happier at work. Far too many able, intelligent people know they’re not as productive or motivated as they could be from day to day, while some are actually demotivated—with aspects of their work that are in direct opposition to what drives them. That’s not good for individuals, and it’s certainly not good for their managers or organizations either.

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Remember, your emotions drive your life. If the driver itself is sick no matter how good your car is, you are bound to face accidents.

Building a great community is fundamentally about creating an ecosystem in which people produce meaningful work, are able to thrive, are motivated to keep growing, and can help sustain the future success of the community. Doing this well is all about understanding the drivers and motivations of people, and using tech as a means to address and harness those drivers and motivations. Don’t let the tech dominate your thinking.

Certified stunt drivers earn a living, unlawful dangerous driving will earn you tragedy.

Driver Behavior & Safety Proper driving behavior is vital for the safety of drivers, passengers, pedestrians and is a means to achieve fewer road accidents, injuries and damage to vehicles. It plays a role in the cost of managing a fleet as it impacts fuel consumption, insurance rates, car maintenance and fines. It is also important for protecting a firm’s brand and reputation as most company- owned vehicles carry the company’s logo. Ituran’s solution for driver behavior and safety improves organizational driving culture and standards by encouraging safer and more responsible driving. The system which tracks and monitors driver behavior using an innovative multidimensional accelerometer sensor, produces (for each driver) an individual score based on their performance – sudden braking and acceleration, sharp turns, high-speed driving over speed bumps, erratic overtaking, speeding and more. The score allows fleet managers to compare driver performance, set safety benchmarks and hold each driver accountable for their action. Real-time monitoring identifies abnormal behavior mode—aggressive or dangerous—and alerts the driver using buzzer or human voice indication, and detects accidents in real time. When incidents or accidents occurs, a notification sent to a predefined recipient alerts management, and data collected both before and after accidents is automatically saved for future analysis. • Monitoring is provided through a dedicated application which is available to both fleet manager and driver (with different permission levels), allowing both to learn and improve • Improves organizational driving culture and standards and increases safety of drivers and passengers • Web-based reporting gives a birds-eye view of real-time driver data, especially in case of an accident • Detailed reports per individual driver include map references to where incidents have occurred • Comparative evaluation ranks driving according to several factors; the system automatically generates scores and a periodic assessment certificate for each driver and/or department Highlights 1. Measures and scores driver performance and allows to give personal motivational incentives 2. Improves driving culture by encouraging safer and more responsible driving throughout the organization 3. Minimizes the occurrence of accidents and protects the fleet from unnecessary wear & tear 4. Reduces expenses related to unsafe and unlawful driving: insurance, traffic tickets and fines See how it works:

Most of us are overwhelmed by stuff that is not essential to our lives and is out of alignment with our true spiritual nature. Although our souls are inherently free, we also have an ego-mind that orients us toward fear, scarcity, self-preservation and holding on. With the ego-mind in the driver’s seat of our lives, we accumulate clutter. Physical clutter is the most obvious, but we are also burdened with mental, emotional, energetic, and relationship clutter. All forms of clutter reflect the same thing; a soul not being true to itself.

Rich can live better than poor but they cannot live without poor.

I was never really about the money. Every business I've ever started has been more of a curiosity and a kind of "What if...

Put yourself in the driver seat by designing the best attitude possible to help you get where you need and want to go.

Do you ever sit back and wonder how and why other people are so successful, productive, or accomplished? What is the driver that inspires them to go for the gold, seize opportunities, and make things happen?

Up-front investment to try to professionalize the supply side early on in a network’s development inevitably comes with risk. In a well-publicized misstep for Uber, the company sought to expand its supply side by financing vehicles to provide cars to potential drivers who didn’t own vehicles, a program called XChange Leasing. The hypothesis was that this should push these drivers into power-driver territory quickly. Payments could be automatically deducted from their Uber earnings, and their driver ratings and trip data could be used to underwrite the loans. XChange Leasing unfortunately lost $525 million and failed to professionalize the driver side of the market. The problem was, it attracted drivers highly motivated by money—usually a positive—but who didn’t have high credit scores for good reason. They often failed to make payments, using their Uber-provided car to drive for competitors and avoid the automatic deductions. They would steal the cars and sell them for, say, half price. They would drive for Lyft instead of Uber, as a way to avoid the automatic payment deductions—they would try to have their cake and eat it, too. Uber needed to organize a massive repossession effort to get the cars back, but it was too late—many had been sold illegally, some finding themselves as far away as Iraq and Afghanistan, GPS devices still attached and running. This is a colorful example of how scaling the supply side, when a lot of capital is involved, can be tricky.

Curiosity is a motivational force for high performers. It’s a primary driver for learning, personal development, and growth. Experts agree that employees who are inquisitive show more

Piff and his colleagues also have found that wealthier people are more prone to entitlement and narcissistic behavior than poorer ones are. Literally narcissistic! In the classic myth, Narcissus falls in love with his own reflection. In a study of 244 undergraduates, Piff observed that “upper-class” individuals were more likely than their “lower-class” counterparts to regard themselves in a mirror before posing for a photo they were assured nobody would ever see. This was the case even after researchers adjusted the results to account for differences in ethnicity, gender, and the participants’ previously reported levels of self-consciousness. In another memorable experiment, Piff’s team placed a pedestrian at the edge of a busy crosswalk near the Berkeley campus and watched to see which drivers would stop and let the person cross. They recorded vehicle makes and models and estimated ages and genders of the drivers. It was impossible, of course, to know anyone’s true economic circumstances and motivations, but suffice it to say that Fords and Subarus were far more likely to stop than Mercedes and BMWs were. In a related experiment, people driving higher-end cars were more likely to cut off other drivers at a busy intersection.

Finding the Competitive Levers When there’s a battle between two networks, there are competitive levers that shift users from one into the other—what are they? The best place to focus in the rideshare market was the hard side of the network: drivers. More drivers meant that prices would be lower, attracting valuable high-frequency riders that often comparison shop for fares. Attract more riders, and it more efficiently fills the time of drivers, and vice versa. There was a double benefit to moving drivers from a competitor’s network to yours—it would push their network into surging prices while yours would lower in price. Uber’s competitive levers would combine financial incentives—paying up for more sign-ups, more hours—with product improvements to improve Acquisition, Engagement, and Economic forces. Drawing in more drivers through product improvements is straightforward—the better the experience of picking up riders and routing the car to their destination, the more the app would be used. Building a better product is one of the classic levers in the tech industry, but Uber focused much of its effort on targeted bonuses for drivers. Why bonuses? Because for drivers, that was their primary motivation for using the app, and improving their earnings would make them sticky. But these bonuses weren’t just any bonuses—they were targeted at quickly flipping over the most valuable drivers in the networks of Uber’s rivals, targeting so-called dual apping drivers that were active on multiple networks. They were given large, special bonuses that compelled them to stick to Uber, and every hour they drove was an hour that the other networks couldn’t utilize. There was a sophisticated effort to tag drivers as dual appers. Some of these efforts were just manual—Uber employees who took trips would just ask if the drivers drove for other services, and they could mark them manually in a special UI within the app. There were also behavioral signals when drivers were running two apps—they would often pause their Uber session for a few minutes while they drove for another company, then unpause it. On Android, there were direct APIs that could tell if someone was running Uber and Lyft at the same time. Eventually a large number of these signals were fed into a machine learning model where each driver would receive a score based on how likely they were to be a dual apper. It didn’t have to be perfect, just good enough to aid the targeting.

Happiness becomes untethered to income, because once we can meet our basic needs, the lure of all the stuff it took to meet them, begins to lose its luster. Once extrinsic drivers start to fade, intrinsic drivers take over.

If you have a dominant Overthinker Imposter in your driver’s seat, you rarely get out of your comfort zone, where meaningful personal growth happens, because you’re too busy manufacturing questions in your head. But by keeping your discomfort zone at bay, you also keep at bay experiences that can enhance your creative, emotional, or professional mojo. Then you wonder why life feels so empty. And you overthink that.

The Overthinker Imposter is multifaceted: People with this Imposter in the driver’s seat usually have sharp intellects and the ability to see the world from many different perspectives. But they can easily tumble down the rabbit hole of worry, constant second-guessing, and chronic indecision.

A car can take you from point A to B . It can take you anywhere you want . Most Importantly a car doesn’t start Itself. You start It. You Instruct It on which direction It should go. On how fast or slow It should go. It Is good to have a car, But at the end of the day. You are the driver and the one who Is In control of It. You can make the most of It or make the worse out of It. A car can change you or change your life. Get yourself a car. If you want to live a better life. Anywhere I have used the word car replace it with the word career and read again.

Now for the bad news: Being smart doesn’t make you less susceptible to the inside view. If anything, it makes it worse. It straps your beliefs into the driver’s seat more firmly. Research across a variety of settings has shown that being smart makes you better at motivated reasoning, the tendency to reason about information to confirm your prior beliefs and arrive at the conclusion you desire.

Grown ups are an absolute mystery, and I had found that if I just took them at face value and didn't get involved in their motivations, their personal shit would always be recognizable as something that belonged to them and had nothing to do with me.

Life can feel unpredictable and overwhelming, but staying mindful can put you in the driver's seat.

As soon as someone drivers their attention from any team to ask, "How am I doing?" he takes his concern and energy from the task and shifts them to the question of his own adequacy or deficiency. The best motivation for doing a job well is the satisfaction of doing it.

I spoke no Spanish, so I was unable to haggle with the taxi-drivers. 'Benengeli,' I said, and the first cabbie shook his head and walked away, spitting copiously. The second named a number that had no meaning for me. I had come to a place where I did not know the names of things or the motives for men's deeds. The universe was absurd. I could not say 'dog', or 'where?', or 'I am a man'. Besides, my head was thick, like a soup.

If you want to inspire others, if you want to provide value and educate, start by telling them why you do things—the motivation that is the instigator and driver behind everything you do—instead of what you do, and you’ll see a massive change in engagement. And a small, but engaged, audience is an audience that beats a large disengaged audience anytime.

Women have come a long way , since that day on September 7th 1968 , when they burnt myriad symbolic feminine products , including mops and bras , as a mark of protest . The women wanted to call world-wide attention to women's rights and women's liberation ! Today women are making headlines each and every day as the makers and creators of positive change in all walks of life . Be it as doctors , pilots , engineers , artists , writers , musicians, innovators, teachers , astronauts , researchers, managers , private or government employees , designers , scientists , dancers, singers, entrepreneurs , architects , bus-drivers , nurses , chefs , actors, athletes , politicians , or home-makers , women have been and are continuing to prove themselves that they are equal to or better than men in all walks of life ! A big 'Salute ' to all the women in the world !

Police quickly arrested the shooter, who was identified as John Hinckley Jr., a 25-years-old university dropout. He was obsessed with the actress Jodie Foster in the movie Taxi Driver, which had motivated him to kill the President. Luckily, his efforts failed.

Karim Lakhani and Boston Consulting Group consultant Bob Wolf surveyed 684 open-source developers, mostly in North America and Europe, about why they participated in these projects. Lakhani and Wolf uncovered a range of motives, but they found “that enjoyment-based intrinsic motivation, namely how creative a person feels when working on the project, is the strongest and most pervasive driver.”2 A large majority of programmers, the researchers discovered, reported that they frequently reached the state of optimal challenge called “flow.” Likewise, three German economists who studied open-source projects around the world found that what drives participants is “a set of predominantly intrinsic motives”—in particular, “the fun . . . of mastering the challenge of a given software problem” and the “desire to give a gift to the programmer community.”3 Motivation 2.0 has little room for these sorts of impulses.

Of course companies need leaders who beam in on getting better results. But those results will be more robust in the long run when leaders don't simply tell people what to do or just do it themselves, but have an other focus: they are motivated to help other people be successful, too.

Senna once said in an now famous interview, "Being a racing driver means you are racing with other peeople and if you no longer go for a [pass] that exists, you are no longer a racing driver because we are competing - - competing to win and the  main motivation for all of us is to compete for victory, not to come finish 3rd, 4th, 5th or 6th.

Desire is a contract that you make with yourself to be unhappy until you get what you want.” Desire is a driver, a motivator. In fact, a sincere and uncompromising desire, placed above everything else, is nearly always fulfilled.

Emerging operating models also mean that talent and culture have to be rethought in light of new skill requirements and the need to attract and retain the right sort of human capital. As data become central to both decision-making and operating models across industries, workforces require new skills, while processes need to be upgraded (for example, to take advantage of the availability of real-time information) and cultures need to evolve. As I mentioned, companies need to adapt to the concept of “talentism”. This is one of the most important, emerging drivers of competitiveness. In a world where talent is the dominant form of strategic advantage, the nature of organizational structures will have to be rethought. Flexible hierarchies, new ways of measuring and rewarding performance, new strategies for attracting and retaining skilled talent will all become key for organizational success. A capacity for agility will be as much about employee motivation and communication as it will be about setting business priorities and managing physical assets. My

Desire is a contract that you make with yourself to be unhappy until you get what you want.” Desire is a driver, a motivator. In fact, a sincere and uncompromising desire, placed above everything else, is nearly always fulfilled. But every judgment, every preference, every setback spawns its own desire and soon we drown in them. Each one a problem to be solved, and we suffer until it’s fulfilled. Happiness, or at least peace, is the sense that nothing is missing in this moment. No desires running amok. It’s okay to have a desire. But pick a big one and pick it carefully. Drop the small ones.

Those who give in to the negative, life-destroying voice don't enjoy and succeed in the game of life. Make fun of the negative mind-numbing voice; tell it to shut up. Make mockery of it until it becomes powerless. And, let the positive life-enhancing voice be in the driver's seat of your life.

I think of an Afghan driver I once had, a medical student who spoke whimsically of the homeland he loved so dearly but so badly wanted to leave. 'We Afghans are unlucky people,' the driver had whispered. "But we would be the luckiest people if the wars ever left—look outside at this magical place.

Joy of the self, as explained in the above verse of the Gita, can be explained by understanding driving force whilst we pursue a hobby. Why is it that, when we pursue a hobby such as singing, painting, a sport, etc., we seem to have unlimited energy that comes from within? Why does self-motivation automatically take the driver’s seat during those moments of working on a hobby? Why is it that even a failure while working on a hobby does not stop us from pursuing it further? Why are we stress-free whilst engaged in a hobby? Why doesn’t this happen when it comes to our profession?

Once I realize that the tune I’m whistling in my head is the theme that’s driving my heart, I suddenly realize that the most important question I can ask is, “What are the lyrics?

don’t think this is realistic,” he said. “The CEO would be an older white man.” My colleague and I agreed that might often be the case, but explained that we wanted to focus more on Linda’s needs and motivations than on how she looked. “Sorry, it’s just not believable,” he insisted. “We need to change it.” I squirmed in my Aeron chair. My colleague looked out the window. We’d lost that one, and we knew it. Back at the office, “Linda” became “Michael”—a suit-clad, salt-and-pepper-haired guy. But we kept Linda’s photo in the mix, swapping it to another profile so that our personas wouldn’t end up lily-white. A couple weeks later, we were back in that same conference room, where our client had asked us to share the revised personas with another member of his executive team. We were halfway through our spiel when executive number two cut us off. “So, you have a divorced black woman in a low-level job,” he said. “I have a problem with that.” Reader, I died. Looking back, both of these clients were right: most of the CEOs who were members of their organization were white men, and representing their members this way wasn’t a good plan for their future. But what they missed—because, I recognize now, our personas encouraged them to miss it—was that demographics weren’t the point. Differing motivations and challenges were the real drivers behind what these people wanted and how they interacted with the organization. We thought adding photos, genders, ages, and hometowns would give our personas a more realistic feel. And they did—just not the way we intended. Rather than helping folks connect with these people, the personas encouraged the team to assume that demographic information drove motivations—that

In Mahalo’s case, executives assumed that paying users would drive repeat engagement with the site. After all, people like money, right? Unfortunately, Mahalo had an incomplete understanding of its users’ drivers. Ultimately, the company found that people did not want to use a Q&A site to make money. If the trigger was a desire for monetary rewards, users were better off spending their time earning an hourly wage. And if the payouts were meant to take the form of a game, like a slot machine, then the rewards came far too infrequently and were too small to matter. However, Quora demonstrated that social rewards and the variable reinforcement of recognition from peers proved to be much more frequent and salient motivators. Quora instituted an upvoting system that reports user satisfaction with answers and provides a steady stream of social feedback. Quora’s social rewards have proven more attractive than Mahalo’s monetary rewards.

In everyone's CV, It does not show how many attempts they have tried and failed at something, but it only mention when they have succeeded. It does not say how many attempts they did before getting their drivers license, metric certificate, Degree, PHD, Album, Business, or breakthrough. If you have failed at something now, don't give up. Try again and again until you get it right, because that is the only time it will be worth mentioning and it will count.

The passions are emotional (and often unconscious) drivers based on an implicit view about what you need to survive and how you can get it. Because the passions are motivated by a sense of lack, they create a basic dilemma or trap around which the personality is organized while striving to meet a basic need that never gets fulfilled.

If I can provide something good to you, then take it, and use it in your life, but do not ever attempt to impose me on others as their path to salvation, for humans are their own path to salvation. Books of thinkers and teachers can be the help in that salvation, but never the drivers of that salvation.

How will I leave his realm, Bizhad wondered, clutching Akbar’s order. Had the emperor played a cruel joke on him, condemning him to roam the length and breadth of this world? He would lie awake at night worrying, confer with passing travelers during the day, starting to distrust his driver’s motives…

The question isn't who is going to let me; it's who is going to stop me. A creative man is motivated by the desire to achieve, not by the desire to beat others. We can evade reality, but we cannot evade the consequences of evading reality The smallest minority on earth is the individual. Those who deny individual rights cannot claim to be defenders of minorities. Contradictions do not exist. Whenever you think you are facing a contradiction, check your premises. You will find that one of them is wrong. I swear, by my life and my love of it, that I will never live for the sake of another man, nor ask another man to live for mine. Reason is not automatic. Those who deny it cannot be conquered by it. Do not count on them. Leave them alone. Money is only a tool. It will take you wherever you wish, but it will not replace you as the driver. There is a level of cowardice lower than that of the conformist: the fashionable non-conformist. Wealth is the product of man's capacity to think.

It is here you'll find economists are not only a very myopic group, but a very timid group as well.  And the radical idea that sex is the primary driver of economic growth is just too...well...sexy for them.  However, just because an idea is radical doesn't mean it isn't correct or true.  Matter of fact, while economists, politicians, academics, and feminists are clutching their pearls over the concept that sex powers our economy, there's a street-smart, common-sense American blue collar Joe who is yelling, "You needed a study for that???" But this presents a problem, not only for economists, but all of society, and especially women.  Because if sex (which also includes love, family, children/progeny) is the primary motivator for men to maximize their economic production, no amount of government spending, monetary policy, stimulus checks, or any other economic measures are going to prompt men to produce.  The responsibility of motivating men to be economically productive falls solely into the hands of women.  And when you consider what would be required of women to fire up men's economic engines once again, you can see where such a "sex-based economic policy" might run into some issues.

Quotes and Comparison-2 Several quotes by various philosophers and figures, such as William Shakespeare, Winston Churchill, Albert Einstein, James Russell Lowell, Galileo Galilei, Bill Gates, Ernest Hemingway, Dale Carnegie, Aristotle, and Stephen Hawking, provide a critical comparison with a journalist and scholar Ehsan Sehgal Quotes. 7. I choose a lazy person to do a hard job. Because a lazy person will find an easy way to do it. Bill Gates A lazy one remains only the lazy, whether one provides only difficult or non-difficult ways; the problem is laziness, not the nature of matter. Ehsan Sehgal 8. Don't compare yourself with anyone in this world. If you do so, you are insulting yourself. Bill Gates You may compare yourself with others in the world to correct your flaws and do your best to become unique. Without that, you learn nothing. Ehsan Sehgal 8. If you are born poor it's not your mistake, But if you die poor it's your mistake. Bill Gates As a nature, each one is born equal, the world divides that into the classes for its motives. It is not a mistake; one is born and dies, rich or poor. It is one's fate since the world runs with it. Ehsan Sehgal 9. As a writer, you should not judge. You should understand. Ernest Hemingway As a writer, you should judge and observe; it leads you to understand. Ehsan Sehgal 10. Feeling sorry for yourself, and your present condition is not only a waste of energy but the worst habit you could possibly have. Dale Carnegie Feeling sorry for oneself demonstrates the way of realizing the tragedies and mistakes of life that may soften the burden of the pain, looking forward with the best efforts. Indeed, sorry is a confession, not a waste of time. Ehsan Sehgal 11. The United Nations was set up not to get us to heaven, but only to save us from hell. Winston Churchill The States of the World reorganized the intergovernmental organization the League of Nations as the United Nations, not for saving us from hell but for bringing us to hell, obeying the Veto Drivers. However, be sure that changing all the long-standing objects, subjects, figures, systems, and monopolies will create a way of peace and heaven. Ehsan Sehgal 12. Pleasure in the job puts perfection in work. Aristotle Pleasure in whatever subject shows willingness and accuracy, not perfection since humans are incapable of that. 13. Dignity does not consist in possessing honours, but in deserving them. Aristotle Sober character, honest conduct, and sweet talk entitle a person to real dignity, nothing else. Ehsan Sehgal 14. You will never do anything in this world without courage. It is the greatest quality of the mind next to honour. Aristotle Indeed, without concrete action, courage collapses and stays dishonored and unvalued since alone courage establishes nothing. Ehsan Sehgal 15. Look up at the stars and not down at your feet. Try to make sense of what you see and wonder about what makes the universe exist. Be curious. Stephen Hawking Before observing the stars, first, one should also maintain a foot position for safety so that one can confidently focus on the mysteries and science of the universe; indeed, curiosity reaches and reveals the realities of that. Ehsan Sehgal