Engage In Consistent Action Quotes

If climate drives business results, what drives climate? 50-70% of how employees perceive their organization’s climate corresponds to the actions of one person: their manager.

After a heated dispute, we each undertook an assignment for the next class: to engage in one pleasurable activity and one philanthropic activity, and write about both. The results were life-changing. The afterglow of the “pleasurable” activity (hanging out with friends, or watching a movie, or eating a hot fudge sundae) paled in comparison with the effects of the kind action. When our philanthropic acts were spontaneous and called upon personal strengths, the whole day went better. One junior told about her nephew phoning for help with his third-grade arithmetic. After an hour of tutoring him, she was astonished to discover that “for the rest of the day, I could listen better, I was mellower, and people liked me much more than usual.” The exercise of kindness is a gratification, in contrast to a pleasure. As a gratification, it calls on your strengths to rise to an occasion and meet a challenge. Kindness is not accompanied by a separable stream of positive emotion like joy; rather, it consists in total engagement and in the loss of self-consciousness. Time stops.

At the beginning of the semester, Ulla wanted to pose only for the 'new trends' - a flea that Meiter, her Easter egg painter had put in her ear; his engagement present to her had been a vocabulary which she tried out in conversations with me. She spoke of relationships, constellations, actions, perspectives, granular structures, processes of fusion, phenomena of erosion. She, whose daily fare consisted exclusively of bananas and tomato juice, spoke of proto-cells, color atoms which in their dynamic flat trajectories found their natural positions in their fields of forces, but did not stop there; no, they went on and on... This was the tone of the conversation with me during our rest periods or when we went out for an occasional cup of coffee in Ratinger-Strasse. Even when her engagement to the dynamic painter of Easter eggs had ceased to be, even when after a brief episode with a Lesbian she took up with one of Kuchen's students and returned to the objective world, she retained this vocabulary which so strained her little face that two sharp, rather fanatical creases formed on either side of her mouth.

Without a consistent set of goals, it is difficult to develop a coherent self. It is through the patterned investment of psychic energy provided by goals that one creates order in experience. This order, which manifests itself in predictable actions, emotions, and choices, in time becomes recognizable as a more or less unique "self.

We have seen that imagining an act engages the same motor and sensory programs that are involved in doing it. We have long viewed our imaginative life with a kind of sacred awe: as noble, pure, immaterial, and ethereal, cut off from our material brain. Now we cannot be so sure about where to draw the line between them. Everything your “immaterial” mind imagines leaves material traces. Each thought alters the physical state of your brain synapses at a microscopic level. Each time you imagine moving your fingers across the keys to play the piano, you alter the tendrils in your living brain. These experiments are not only delightful and intriguing, they also overturn the centuries of confusion that have grown out of the work of the French philosopher René Descartes, who argued that mind and brain are made of different substances and are governed by different laws. The brain, he claimed, was a physical, material thing, existing in space and obeying the laws of physics. The mind (or the soul, as Descartes called it) was immaterial, a thinking thing that did not take up space or obey physical laws. Thoughts, he argued, were governed by the rules of reasoning, judgment, and desires, not by the physical laws of cause and effect. Human beings consisted of this duality, this marriage of immaterial mind and material brain. But Descartes—whose mind/body division has dominated science for four hundred years—could never credibly explain how the immaterial mind could influence the material brain. As a result, people began to doubt that an immaterial thought, or mere imagining, might change the structure of the material brain. Descartes’s view seemed to open an unbridgeable gap between mind and brain. His noble attempt to rescue the brain from the mysticism that surrounded it in his time, by making it mechanical, failed. Instead the brain came to be seen as an inert, inanimate machine that could be moved to action only by the immaterial, ghostlike soul Descartes placed within it, which came to be called “the ghost in the machine.” By depicting a mechanistic brain, Descartes drained the life out of it and slowed the acceptance of brain plasticity more than any other thinker. Any plasticity—any ability to change that we had—existed in the mind, with its changing thoughts, not in the brain. But now we can see that our “immaterial” thoughts too have a physical signature, and we cannot be so sure that thought won’t someday be explained in physical terms. While we have yet to understand exactly how thoughts actually change brain structure, it is now clear that they do, and the firm line that Descartes drew between mind and brain is increasingly a dotted line.

Self-efficacy is the crucial difference between having lots of motivation but failing to follow through, and successfully converting motivation into consistent and effective action. With high self-efficacy, you are more likely to take actions that help you reach your goals, even if those actions are difficult or painful. You also engage with difficult problems longer, without giving up. But with low self-efficacy, no matter how motivated you are, you’re less likely to take positive action—because you lack belief in your ability to make a difference in your own life.

For all their shared boundaries, the experiences of fiction and nonfiction are fundamentally different. In the traditional short story or novel, a fictive space is opened up that allows you the reader to disappear into the action, even to the point of forgetting you are reading. In the best nonfiction, it seems to me, you’re always made aware that you are being engaged with a supple mind at work. The story line or plot in nonfiction consists of the twists and turns of a thought process working itself out. This is certainly true for the essay, but it is also true, I think, for classic nonfiction in general, be it Thucydides or Pascal or Carlyle, which follows an organizing principle that can be summarized as “tracking the consciousness of the author.” What makes me want to keep reading a nonfiction text is the encounter with a surprising, well-stocked mind as it takes on the challenge of the next sentence, paragraph, and thematic problem it has set for itself. The other element that keeps me reading nonfiction happily is an evolved, entertaining, elegant, or at least highly intentional literary style. The pressure of style should be brought to bear on every passage. “Consciousness plus style equals good nonfiction” is one way of stating the formula.

Probing Wolf’s construction of rape crisis feminism as victim feminism also shows that Wolf ignores an important aspect of victim identity that rape crisis feminists acknowledge centrally. Namely, the much-examined tendency of victims of rape to engage in self-blame and ‘experience only self-directed anger’ (Alcoff and Gray, 1993, p. 284). Wolf espouses a version of survivorship called power feminism, without carrying through rape crisis feminism’s cautions about forms of agency that centrally involve self-blame. A core argument of Wolf is that victims are peculiarly at risk of failing to assume personal responsibility – this is what is so disabling about victim identity. Rape crisis feminists put the problem very differently: victims often assume excessive responsibility, for their own actions and for the actions of others. In fact, for rape crisis feminists, ‘victim identity’ primarily consists of this self-blaming consciousness. ... Rather than seek the ‘rewards’ of victim recognition, the self-blaming victim situates themselves as the agent of their own victimization.

Passivity is one of the main enemies of biblical masculinity and it’s most obvious where it’s needed most. It’s a pattern of waiting on the sidelines until you’re specifically asked to step in. Even worse than that, it can be a pattern of trying to duck out of responsibilities or to run away from challenges. Men who think conflict should be avoided, or who refuse to engage with those who would harm the body of Christ or their family, not only model passivity but fail in their responsibilities as protectors. Running to the battle means routinely taking a step toward the challenge — not away from it. Instead of running and hiding, it means running into the burning building or into any other situation that requires courage and/or strength. It means having a burden of awareness and consistently asking yourself, “Is there any testosterone needed in this situation?” That doesn’t mean being a fool who just rushes in, but simply being a leader with the instinct to go where the need is. So show leadership, protection and provision in your family, work, church, and community by consistently moving toward the action. Demonstrate your availability by consistently asking those you encounter, “Do you need anything?” Watch for needs and challenges in whatever situation you’re in and cultivate a habit of running to the battle. Keep your head Whether it was a bear attacking his sheep, Goliath looming in the distance, Saul hurling a spear at him or any other crisis David faced, he moved toward the action with calm resolve. He didn’t panic. He was a man of action and engagement. When there is a crisis, leaders don’t panic. Crisis reveals character and capacity. This is the point when true leaders are distinguished from others. So keep your head. Be anxious for nothing (Phil 4:6-7). Time is wasted while you panic. Just step forward. Be unflappable and resilient.

Remember and Share - The Investment Phase is the fourth step in the Hook Model. - Unlike the Action Phase, which delivers immediate gratification, the Investment Phase is about the anticipation of rewards in the future. - Investments in a product create preference because of our tendency to overvalue our work, be consistent with past behaviors, and avoid cognitive dissonance. - Investment comes after the variable reward phase when users are primed to reciprocate. - Investments increase the likelihood of users returning by improving the service the more it is used. They enable the accrual of stored value in the form of content, data, followers, reputation or skill. - Investments increase the likelihood of users passing through the Hook again by loading the next trigger to start the cycle all over again.   *** Do This Now Refer to the answers you came up with in the last “Do This Now”  section to complete the following exercises: - Review your flow. What “bit of work” are your users doing to increase their likelihood of returning? - Brainstorm three ways to add small investments into your product to: - Load the next trigger - Store value as data, content, followers, reputation and skill - Identify how long it takes for a “loaded trigger” to re-engage your users. How can you reduce the delay to shorten cycle-time through the Hook?

identify your employee adjectives, (2) recruit through proper advertising, (3) identify winning personalities, and (4) select your winners. Step One: Identify Your Employee Adjectives When you think of your favorite employees in the past, what comes to mind? A procedural element such as an organized workstation, neat paperwork, or promptness? No. What makes an employee memorable is her attitude and smile, the way she takes the time to make sure a customer is happy, the extra mile she goes to ensure orders are fulfilled and problems are solved. Her intrinsic qualities—her energy, sense of humor, eagerness, and contributions to the team—are the qualities you remember. Rather than relying on job descriptions that simply quantify various positions’ duties and correlating them with matching experience as a tool for identifying and hiring great employees, I use a more holistic approach. The first step in the process is selecting eight adjectives that best define the personality ideal for each job or role in your business. This is a critical step: it gives you new visions and goals for your own management objectives, new ways to measure employee success, and new ways to assess the performance of your own business. Create a “Job Candidate Profile” for every job position in your business. Each Job Candidate Profile should contain eight single- and multiple-word phrases of defining adjectives that clearly describe the perfect employee for each job position. Consider employee-to-customer personality traits, colleague-to-colleague traits, and employee-to-manager traits when making up the list. For example, an accounting manager might be described with adjectives such as “accurate,” “patient,” “detailed,” and “consistent.” A cocktail server for a nightclub or casual restaurant would likely be described with adjectives like “energetic,” “fun,” “music-loving,” “sports-loving,” “good-humored,” “sociable conversationalist,” “adventurous,” and so on. Obviously, the adjectives for front-of-house staff and back-of-house staff (normally unseen by guests) will be quite different. Below is one generic example of a Job Candidate Profile. Your lists should be tailored for your particular bar concept, audience, location, and style of business (high-end, casual, neighborhood, tourist, and so on). BARTENDER Energetic Extroverted/Conversational Very Likable (first impression) Hospitable, demonstrates a Great Service Attitude Sports Loving Cooperative, Team Player Quality Orientated Attentive, Good Listening Skills SAMPLE ADJECTIVES Amazing Ambitious Appealing Ardent Astounding Avid Awesome Buoyant Committed Courageous Creative Dazzling Dedicated Delightful Distinctive Diverse Dynamic Eager Energetic Engaging Entertaining Enthusiastic Entrepreneurial Exceptional Exciting Fervent Flexible Friendly Genuine High-Energy Imaginative Impressive Independent Ingenious Keen Lively Magnificent Motivating Outstanding Passionate Positive Proactive Remarkable Resourceful Responsive Spirited Supportive Upbeat Vibrant Warm Zealous Step Two: Recruit through Proper Advertising The next step is to develop print or online advertising copy that will attract the personalities you’ve just defined.

BE HERE NOW Do you feel fully present and engaged in the way you live your life? Do you immerse yourself in the moment or do you strive and struggle as you negotiate the distractions of our modern world? It’s easy to have blind spots regarding how you are showing up for life when you are consistently bombarded with distractions, commitments, and personal preoccupations, isn’t it?

Groups like SEAL teams and flight crews operate in truly complex environments, where adaptive precision is key. Such situations outpace a single leader’s ability to predict, monitor, and control. As a result, team members cannot simply depend on orders; teamwork is a process of reevaluation, negotiation, and adjustment; players are constantly sending messages to, and taking cues from, their teammates, and those players must be able to read one another’s every move and intent. When a SEAL in a target house decides to enter a storeroom that was not on the floor plan they had studied, he has to know exactly how his teammates will respond if his action triggers a firefight, just as a soccer forward must be able to move to where his teammate will pass the ball. Harvard Business School teams expert Amy Edmondson explains, “Great teams consist of individuals who have learned to trust each other. Over time, they have discovered each other’s strengths and weaknesses, enabling them to play as a coordinated whole.” Without this trust, SEAL teams would just be a collection of fit soldiers

During the first 10 days, you should follow up everyday on leads with a mix of phone calls, texts and emails. You can also send video messages through text or email using a service like BombBomb to increase your engagement and response rates. Here’s an example: After ten days of consistent follow-up, if the lead is unresponsive, you can place them on a long term nurture campaign in your CRM. For top real estate agents and lenders who generate a significant amount of inbound leads, lead conversion companies like Verse.io (formerly Agentology) or CallAction.io can be an extension of your team.

CIA claimed to find no evidence that “any past or present employee of CIA, or anyone acting on behalf of CIA, had any direct or indirect dealing” with any of the figures mentioned in “Dark Alliance,” including Ross and Blandón. The report did admit, however, that there were instances where the CIA did not, “in an expeditious or consistent fashion, cut off relationships with individuals supporting the Contra program who were alleged to have engaged in drug-trafficking activity or take action to resolve the allegations.” But to that it offered the curious caveat that, under an agreement in 1982 between Reagan attorney general William French Smith and the CIA, agents were not required to report allegations of drug trafficking involving nonemployees, defined as paid and nonpaid “assets.” The CIA’s admissions were major.

CIA claimed to find no evidence that “any past or present employee of CIA, or anyone acting on behalf of CIA, had any direct or indirect dealing” with any of the figures mentioned in “Dark Alliance,” including Ross and Blandón. The report did admit, however, that there were instances where the CIA did not, “in an expeditious or consistent fashion, cut off relationships with individuals supporting the Contra program who were alleged to have engaged in drug-trafficking activity or take action to resolve the allegations.” But to that it offered the curious caveat that, under an agreement in 1982 between Reagan attorney general William French Smith and the CIA, agents were not required to report allegations of drug trafficking involving nonemployees, defined as paid and nonpaid “assets.” The CIA’s admissions were major. They implicated the U.S. government in cocaine trafficking during the eighties, and therefore in some of the devastation of the crack epidemic. There was some attention paid to the report, but overall, the revelations came and went.

Content Marketing Mastery: How to Create and Promote Valuable Content Content marketing mastery refers to the advanced level of expertise and skill in creating, distributing, and managing content to attract, engage, and convert a target audience. Content marketing is a strategic marketing approach that focuses on creating valuable, relevant, and consistent content to establish and strengthen a brand's presence, build trust with the audience, and ultimately drive profitable customer actions. Content marketing is an ongoing process, and achieving mastery requires continuous learning, testing, and optimization. By consistently delivering valuable content that resonates with your target audience, you can establish a strong online presence and drive business success.

In compassionate adepts, the brain’s insula begins to enlarge. The insula makes us aware of our internal emotional states and raises our level of attention to their signals. It also has rich connections to the heart and other visceral organs, allowing it to track and integrate signals coming from the body. In empathetic people, the insula responds strongly to the distress of others, just as though we were suffering ourselves. Activation of the temporoparietal junction (TPJ) indicates that we can see things from the perspective of another person. This allows us to put ourselves in their shoes and take their needs into consideration. 6.10. Empathy is a neurological event, not simply an emotional state. There’s a part of the anterior cingulate that lights up only when we’re contemplating actions that help others. It isn’t activated by outcomes that favor only us. This region is also associated with impulse control and decision-making; we can choose win-win options rather than the desire-driven cravings of the nucleus accumbens. When adepts are confronted by the suffering of others, the premotor cortex lights up. This means that the brain hasn’t just noticed the distress of a fellow being; it’s getting ready to take action. In experienced meditators, the nucleus accumbens shrinks. This structure, which we looked at in Chapter 3, is active in desire and addiction. Deactivation of the nucleus accumbens through empathetic connection equates to a weakening of self-centered attachment. Calming our emotions and focusing our attention, we’re no longer driven by our wants and compulsions, and the brain circuitry associated with this part of the reward circuit begins to wither. When training people in EcoMeditation retreats, I focus on the Empathy Network only after the first three networks are active. First I have them focus on self, then on just one other person. Only after that do we expand our compassion to the universal scale. That’s because thinking about other people can easily take us into mind wandering. People I love, people I don’t, and the things that happened to cause those feelings. Trying to be compassionate toward people who harmed us can lead us out of Bliss Brain. So I activate the Empathy Network only after the Attention Network is engaged. BRAIN CHANGE IS LIFE CHANGE The fact that blissful states, practiced consistently, become blissful traits is a profound gift to us human beings. It means that we aren’t condemned to live in the Caveman Brain with which evolution endowed us. That practice can evolve our brains, some parts slowly, some parts quickly, is a remarkable innovation.

Emotions of invincibility, emotions of inevitable success, and the feeling that he is ten-feet tall and bulletproof. And what actions flow from those emotions? The sales professional engages in a dynamic and compelling sales presentation that is designed to communicate the service, quality, and value of his company.

Praying with precision is key. When we pray about the places where we seriously suspect the enemy is at work—that’s how we keep our prayers focused, not only on particular situations but on biblical truths that are consistent with maintaining victory in the midst of them. It’s how our praying stays integrated with reality, rather than aimlessly wandering down a side, spiritual hallway that never seems to connect with the living room, where we, you know . . . live. It’s how we keep our whole selves engaged and alert, trusting God for the right things, confident He’s giving them, able to sense His direction about what to do and then to take action accordingly.