Early Morning Motivational Quotes

I woke up early and took the first train to take me away from the city. The noise and all its people. I was alone on the train and had no idea where I was going, and that’s why I went there. Two hours later we arrived in a small town, one of those towns with one single coffee shop and where everyone knows each other’s name. I walked for a while until I found the water, the most peaceful place I know. There I sat and stayed the whole day, with nothing and everything on my mind, cleaning my head. Silence, I learned, is some times the most beautiful sound.

The first few moments of the day are some of the most important as they can determine the mood for the rest of the day.

Early is a priceless timepiece owned by the successful.

For an early morning I had so much fucking pep in my step. Lust was a great motivator. I was spending time with Tom Cohen. A Tsunami could sweep through the city and I’d still think I was having a great week.

everyday the sunrise I rise, with a since of purpose and a drive to make a difference.

Later that night though, as I stayed awake into the early hours of morning devouring the second novel in a series, I understood what it meant to befriend a book. The books knew me, far better than I knew them; they knew my fears, my doubts, my dreams. They gave words to feelings I did not even realize I experienced. They listened. They consoled. They kept me company. The books gave me a life outside of my own.

You will work long days, early mornings & late nights . you will have many associates, but few or no friends. You will experience doubt, pain, confusion & failure. You will be single unless he or she understands your passion. You will be given props for your hard work. people will want you to do good, but never better than them. For that you will do many things alone.

Her thoughts, however, resembled those of a fish – something seen floating in a tank, brooding, self-absorbed, frigid, moving solemnly forward to its object or veering slowly sideways without fully conscious motivation. She had been born, apparently, without any natural predilection towards thought or action, and the circumstances of her early life had seemed to render both unnecessary.... When Netta awoke this morning she was aware that she was feeling decidedly sick and giddy, that she had a ‘head’: but she did not relate her ‘head’ to the night before – to the fact that she had got drunk. Nor was she capable of connecting her present feeling of illness with the future: she had no idea of preventing a recurrence of such a feeling by making an attempt not to get so drunk again. She simply suffered it in a vacuum – as a habitual crook, who spends his entire life in and out of jail, suffers prison bars.... The same dull, fish-like style of thought which she brought to bear on the local exigencies of-life characterized her attitude to her existence generally. She was not without ambitions; she was steering a course of a sort; but dimly, without any fervour or coherence. She had at one time hoped to make good at films: she still vaguely hoped to do so: but she was unable to relate this ambition with the labour requisite for its maturing. She expected it to come to her as all things had come to her hitherto, by virtue of the stationary magnetism of her physical beauty. That was how she had got whatever jobs she had in the past, and that was how her frigid, inelastic mind conceived of getting them in the future.

Change happens when we admit our weaknesses. You can’t fix a problem you don’t admit you have. Publicly declare an end to wasting your mornings. Be motivated to change because you no longer want to live that life.

I struck out into the night searching for you. For the entire night, I searched through stormy gales, frigid blizzards and scorching deserts. Condition much greater than what any man could have bore on his own. But you were all I could think about. You were my motivation. You were in every step I trounced, every breath I rasped, every shout, pleading for you to come back. When morning came and the darkness of night cleared, I saw you. Deep on the horizon, you were walking, your back turned to me. I called out to you, and you turned, looking at me with those big, beautiful eyes...and you turned and continued to walk away. My heart shattered like a vase as I realized that the reality that had been beating within my heart all this time couldn't be denied. Everything I had ever thought about you was wrong, everything I thought we has shared was a lie...and I was the only one to blame. I could neither apologize, nor beg for your forgiveness. I had ruined everything. All I could do was stand helplessly, watching your silhouette fade into the early morning sunrise.

I struck out into the night searching for you. For the entire night, I searched through stormy gales, frigid blizzards and scorching deserts. Condition much greater than what any man could have bore on his own. But you were all I could think about. You were my motivation. You were in every step I trounced, every breath I rasped, every shout, pleading for you to come back. When morning came and the darkness of night cleared, I saw you. Deep on the horizon, you were walking, your back turned to me. I called out to you, and you turned, looking at me with those big, beautiful eyes...and you turned and continued to walk away. My heart shattered like a vase as I realized that the reality that had been beating within my heart all this time couldn't be denied. Everything I had ever thought about you was wrong, everything I thought we has shared was a lie...and I was the only one to blame. I could neither apologize, nor beg for your forgiveness. I had ruined everything. All I could do was stand helplessly, watching your silhouette fade into the early morning sunrise.

Like the morning moon in the early light, our hopes light up both hard times and good times, guiding us to success.

Every day, in this earthly life, there are ups and downs, deep emotional valleys and steep mountains to overcome. We have not yet learned to travel the straight and narrow road of Understanding. We still coast and veer off the path we travel. A sudden change of attitude or a jump back into a dark habitual mood always deters us from moving toward the light. How much easier does it seem to reach back to the old and outgrown thought habits of the past? But it is this light, or moment of ‘seeing with the mental eye’, that inspires us to keep moving and to get back on the road to eternal bliss - again and again. This glimpse of the Truth that all is good and all is mental, and that we are part of this Universal goodness with its wonderful effects, is what keeps us going. We instinctively know the Truth when we keep our minds open to all possibilities. Inspiration comes in many forms. A wonderful reminder of a past experience, a certain smell reminding you of a pleasant encounter, the sound of a song that triggers loving feelings, looking at nature and its wondrous bounty, or the birth of a baby are just a few examples of new hope and a fresh want for living. A new desire for a better tomorrow is born every second and readily available to you. Indeed, desire is the starting point of all achievement, but most of all it is the starting point of imagination and the active spark or beginning of all creation. Your desire is a spark in your consciousness pressing for expression. Life is unfolding itself. Life always presses for manifestation and progress. It is an ever-changing ongoing process. Like water, life flows. With this in mind I make sure that my motivation is pure, and comes from within the chambers of my loving heart. The Universe with its vast ocean of pure possibilities is ready and willing to provide, and I draw from this unlimited Universal gift. Knowing that God is close and ever-present is all the daily inspiration I need to keep moving forward. Seeing the sunrise in the early morning hours reminds me that I have another chance to change my course; and I will travel happily toward my ultimate goal, which is perfect Understanding of the Allness of Good.

Consider the perennial goal of getting a good night’s sleep. Insufficient sleep is practically a national epidemic, afflicting one-third of American adults (it’s twice as bad for teenagers). Sleep should be easy to achieve. We have the motivation to sleep well. Who doesn’t want to wake up alert rather than foggy, refreshed rather than sluggish? We understand how much sleep we need. It’s basic arithmetic. If we have work or class early the next morning and need six to eight hours of sleep, we should work backward and plan on going to bed around 11 p.m. And we have control: Sleep is a self-regulated activity that happens in an environment totally governed by us—our home. We decide when to tuck in for the night. We choose our environment, from the room, to the bed, to the sheets and pillows. So why don’t we do what we know is good for us? Why do we stay up later than is good for us—and in turn not get enough sleep and wake up tired rather than refreshed? I blame it on a fundamental misunderstanding of how our environment shapes our behavior.

Tyson experimented with the model of owning farms outright and staffing them with well-trained workers. This seemed like a natural fit for Tyson, because it left the farm within the company’s control. But the limitations showed up quickly. It was hard to motivate hired hands to do the work, which involved hauling loads of dead chickens out of a barn where the ammonia fumes were so strong they burned the eyes. Hired hands just didn’t raise the best birds, no matter how much you paid them or what kind of incentives you provided. They didn’t have skin in the game. Owning farms also had another downside: Chicken houses were a terrible investment of the company’s money. The buildings served only one purpose, and they lost their value quickly as they wore out. A quick set of calculations revealed that Tyson Feed and Hatchery would never have the kind of capital it would need to buy all the land and build all the houses required to supply itself with chickens. To counter these problems, Tyson settled on the model of using independent contract farmers. A farmer who owned his chicken houses was deeply motivated to care for the birds. He had a mortgage and debt from the chicken houses hanging over his head. It made a man get up early in the morning, and it kept him going until late at night.

In the early 1970s, Csikszentmihalyi conducted an experiment in which he asked people to record all the things they did in their lives that were “noninstrumental”—that is, small activities they undertook not out of obligation or to achieve a particular objective, but because they enjoyed them. Then he issued the following set of instructions: Beginning [morning of target date], when you wake up and until 9:00 PM, we would like you to act in a normal way, doing all the things you have to do, but not doing anything that is “play” or “noninstrumental.” In other words, he and his research team directed participants to scrub their lives of flow. People who liked aspects of their work had to avoid situations that might trigger enjoyment. People who relished demanding physical exercise had to remain sedentary. One woman enjoyed washing dishes because it gave her something constructive to do, along with time to fantasize free of guilt, but could wash dishes only when absolutely necessary. The results were almost immediate. Even at the end of the first day, participants “noticed an increased sluggishness about their behavior.” They began complaining of headaches. Most reported difficulty concentrating, with “thoughts [that] wander round in circles without getting anywhere.” Some felt sleepy, while others were too agitated to sleep. As Csikszentmihalyi wrote, “After just two days of deprivation . . . the general deterioration in mood was so advanced that prolonging the experiment would have been unadvisable.”18

One day, meandering through the bookcases, I had picked up his diaries and begun to read the account of his famous meeting with Hitler prior to Munich, at the house in Berchtesgaden high up in the Bavarian mountains. Chamberlain described how, after greeting him, Hitler took him up to the top of the chalet. There was a room, bare except for three plain wooden chairs, one for each of them and the interpreter. He recounts how Hitler alternated between reason – complaining of the Versailles Treaty and its injustice – and angry ranting, almost screaming about the Czechs, the Poles, the Jews, the enemies of Germany. Chamberlain came away convinced that he had met a madman, someone who had real capacity to do evil. This is what intrigued me. We are taught that Chamberlain was a dupe; a fool, taken in by Hitler’s charm. He wasn’t. He was entirely alive to his badness. I tried to imagine being him, thinking like him. He knows this man is wicked; but he cannot know how far it might extend. Provoked, think of the damage he will do. So, instead of provoking him, contain him. Germany will come to its senses, time will move on and, with luck, so will Herr Hitler. Seen in this way, Munich was not the product of a leader gulled, but of a leader looking for a tactic to postpone, to push back in time, in hope of circumstances changing. Above all, it was the product of a leader with a paramount and overwhelming desire to avoid the blood, mourning and misery of war. Probably after Munich, the relief was too great, and hubristically, he allowed it to be a moment that seemed strategic not tactical. But easy to do. As Chamberlain wound his way back from the airport after signing the Munich Agreement – the fateful paper brandished and (little did he realise) his place in history with it – crowds lined the street to welcome him as a hero. That night in Downing Street, in the era long before the security gates arrived and people could still go up and down as they pleased, the crowds thronged outside the window of Number 10, shouting his name, cheering him, until he was forced in the early hours of the morning to go out and speak to them in order that they disperse. Chamberlain was a good man, driven by good motives. So what was the error? The mistake was in not recognising the fundamental question. And here is the difficulty of leadership: first you have to be able to identify that fundamental question. That sounds daft – surely it is obvious; but analyse the situation for a moment and it isn’t. You might think the question was: can Hitler be contained? That’s what Chamberlain thought. And, on balance, he thought he could. And rationally, Chamberlain should have been right. Hitler had annexed Austria and Czechoslovakia. He was supreme in Germany. Why not be satisfied? How crazy to step over the line and make war inevitable.

One day, meandering through the bookcases, I had picked up his diaries and begun to read the account of his famous meeting with Hitler prior to Munich, at the house in Berchtesgaden high up in the Bavarian mountains. Chamberlain described how, after greeting him, Hitler took him up to the top of the chalet. There was a room, bare except for three plain wooden chairs, one for each of them and the interpreter. He recounts how Hitler alternated between reason – complaining of the Versailles Treaty and its injustice – and angry ranting, almost screaming about the Czechs, the Poles, the Jews, the enemies of Germany. Chamberlain came away convinced that he had met a madman, someone who had real capacity to do evil. This is what intrigued me. We are taught that Chamberlain was a dupe; a fool, taken in by Hitler’s charm. He wasn’t. He was entirely alive to his badness. I tried to imagine being him, thinking like him. He knows this man is wicked; but he cannot know how far it might extend. Provoked, think of the damage he will do. So, instead of provoking him, contain him. Germany will come to its senses, time will move on and, with luck, so will Herr Hitler. Seen in this way, Munich was not the product of a leader gulled, but of a leader looking for a tactic to postpone, to push back in time, in hope of circumstances changing. Above all, it was the product of a leader with a paramount and overwhelming desire to avoid the blood, mourning and misery of war. Probably after Munich, the relief was too great, and hubristically, he allowed it to be a moment that seemed strategic not tactical. But easy to do. As Chamberlain wound his way back from the airport after signing the Munich Agreement – the fateful paper brandished and (little did he realise) his place in history with it – crowds lined the street to welcome him as a hero. That night in Downing Street, in the era long before the security gates arrived and people could still go up and down as they pleased, the crowds thronged outside the window of Number 10, shouting his name, cheering him, until he was forced in the early hours of the morning to go out and speak to them in order that they disperse. Chamberlain was a good man, driven by good motives. So what was the error? The mistake was in not recognising the fundamental question. And here is the difficulty of leadership: first you have to be able to identify that fundamental question. That sounds daft – surely it is obvious; but analyse the situation for a moment and it isn’t. You might think the question was: can Hitler be contained? That’s what Chamberlain thought. And, on balance, he thought he could. And rationally, Chamberlain should have been right. Hitler had annexed Austria and Czechoslovakia. He was supreme in Germany. Why not be satisfied? How crazy to step over the line and make war inevitable. But that wasn’t the fundamental question. The fundamental question was: does fascism represent a force that is so strong and rooted that it has to be uprooted and destroyed? Put like that, the confrontation was indeed inevitable. The only consequential question was when and how. In other words, Chamberlain took a narrow and segmented view – Hitler was a leader, Germany a country, 1938 a moment in time: could he be contained? Actually, Hitler was the product

The level of our happiness is said to decrease when we have more than seven free hours in a day. Serotonin is inert in the brains of people who suffer from depression. A person with strong willpower isn't tempted in the first place. Your willpower will be lost if you give in to negative emotions like uncertainty or doubt. When that happens, the brain takes instinctive action and tells you to try to grab the reward in front of you. As a result you may eat or drink too much or lose the motivation to do anything. Then, later, you regret those actions and feel more stress. 45% of our actions are habits rather than decisions made on the spot. To dye a dirty cloth, you must first wash it. ( a teaching of Ayurveda ) There is value to anything if you take it seriously. You often become susceptible to addictions if the rewards come quickly. People who are unable to clean up or part with their things will sometimes feel anger towards minimalists and I believe it's because some part of them is anxious about their own actions. Our present identities shouldn't constrain our future actions. The time after you get up is the time when you can concentrate the best. As the day goes by, unexpected things and distractions will happen and build up so it's best to do what you want to do in the morning. Waking up early is a must and if you lose that first battle, you will lose in all the battles. Realize that enthusiasm won't occur before you do something. You won't feel motivated unless you start acting. Amazon rules over the buying habits of so many people because its hurdles are extremely low. People's motivation will easily go away when faced with a simple hurdle. When you quit something, it's easier to quit it completely. With acquiring a habit, it's the opposite, easier to do it every day. A plan relieves you of the torment of choice. Success is a consequence and must not be a goal. The result will be burnout if you only have a target. All you need in this life is ignorance and confidence and then success is sure. Mark Twain To have a sense of self-efficacy is to believe "I can do this!". It's the belief that you can change, grow, learn and overcome new challenges. Talking about someone's talent can wait until you've exceeded the effort that that person has made. If we changed houses periodically, we would have the joy of exploring our new environment each time and there would also be the joy of gaining control over each new environment, This instinct is probably what drives curiosity and the desire for self-development. If we don't cultivate our own opportunities for development, we'll only be able to find joy in modern society's "ready-made" fun. Activities structured so that we have to "Enjoy this in this way", where the way to have fun is already decided, will eventually bore us. And then, someday, we'll be bored with ourselves. Making it a habit to seek unique opportunities for development and gaining the sense that we're always doing something new: these are things that satisfy human instinct. All that we are arises with our thoughts. With our thoughts we make the world. The Dhammapada, The Sayings of the Buddha Something that you thought was your personality can change with a simple habit. People are instinctively inclined to get bored of what they have now and pursue new things. So no matter how successful they become, they will worry and find reasons to feel uncertain. They will get used to any environment and they will get bored with it. Training in Buddhism: when cleaning is part of the training, you're taught to thoroughly eliminate rationalizations such as " this is already clean, so it doesn't have to be cleaned.

Deke proposed a system which had been used in previous selections, and with minor modifications we agreed. It was a thirty-point system divided equally into three parts: academics, pilot performance, character and motivation. “Academics” was really a misnomer, as an examination of its components will reveal: IQ score—one point; academic degrees, honors, and other credentials—four points; results of NASA-administered aptitude tests—three points; and results of a technical interview—two points. Pilot performance broke down into: examination of flying records (total time, type of airplane, etc.)—three points; flying rating by test pilot school or other supervisors—one point; and results of technical interview—six points. Character and motivation was not subdivided, but the entire ten-point package was examined in the interview, and the victim’s personality was an important part of it. Hence, of the thirty points (the maximum a candidate could earn), eighteen could be awarded during the all-important interview. My recollection is that we spent an hour per man, using roughly forty-five minutes to quiz him and fifteen in a postmortem. We sat all day long in a stuffy room in the Rice Hotel, interviewing from early morning to early evening, for one solid week.

The highway of atmosphere in the early morning is very pure for your soul Experience the bliss.