Engineering Motivational Quotes

Death might appear to destroy the meaning in our lives, but in fact it is the very source of our creativity. As Kafka said, “The meaning of life is that it ends.” Death is the engine that keeps us running, giving us the motivation to achieve, learn, love, and create.

Curiosity is the engine of achievement.

I regret nothing. No woman with any self-respect would have done less. The question of good and evil will always be one of philosophy's most intriguing problems, up there with the problem of existence itself. I'm not quarreling with your choice of issues, only with your intellectually diminished approach. If evil means to be self-motivated, to live on one's own terms, then every artist, every thinker, every original mind, is evil. Because we dare to look through our own eyes rather than mouth cliches lent us from the so-called Fathers. To dare to see is to steal fire from the Gods. This is mankind's destiny, the engine which fuels us as a race.

Motivation is the fuel, necessary to keep the human engine running.

Anything which is physically possible can always be made financially possible; money is a bugaboo of small minds.

You need mountains, long staircases don't make good hikers.

Death is the engine that keeps us running, giving us the motivation to achieve, learn, love, and create.

What makes the engine go? Desire, desire, desire.

An activist is someone who cannot help but fight for something. That person is not usually motivated by a need for power or money or fame, but in fact is driven slightly mad by some injustice, some cruelty, some unfairness, so much so that he or she is compelled by some internal moral engine to act to make it better.

Death is the engine that keeps us running, giving us the motivation to achieve, learn, love, and create. Philosophers have proclaimed this for thousands of years just as vehemently as we insist upon ignoring it generation after generation.

Travelling the road will tell you more about the road than the google will tell you about the road.

J.R.R.Tolkien has confessed that about a third of the way through The Fellowship of the Ring, some ruffian named Strider confronted the hobbits in an inn, and Tolkien was in despair. He didn't know who Strider was, where the book was going, or what to write next. Strider turns out to be no lesser person than Aragorn, the unrecognized and uncrowned king of all the forces of good, whose restoration to rule is, along with the destruction of the evil ring, the engine that moves the plot of the whole massive trilogy, The Lord of the Rings.

Cowards say it can't be done, critics say it shouldn't have been done, creator say well done.

Motivation of this sort, once it catches hold, is a ferocious force, and in the gradeless, degreeless institution where our student would find himself, he wouldn’t stop with rote engineering information.

Be a true traveller, don't be a temporary tourist.

To be a good professional engineer, always start to study late for exams. Because it teaches you how to manage time and tackle emergencies.

But the Turing test cuts both ways. You can't tell if a machine has gotten smarter or if you've just lowered your own standards of intelligence to such a degree that the machine seems smart. If you can have a conversation with a simulated person presented by an AI program, can you tell how far you've let your sense of personhood degrade in order to make the illusion work for you? People degrade themselves in order to make machines seem smart all the time. Before the crash, bankers believed in supposedly intelligent algorithms that could calculate credit risks before making bad loans. We ask teachers to teach to standardized tests so a student will look good to an algorithm. We have repeatedly demonstrated our species' bottomless ability to lower our standards to make information technology look good. Every instance of intelligence in a machine is ambiguous. The same ambiguity that motivated dubious academic AI projects in the past has been repackaged as mass culture today. Did that search engine really know what you want, or are you playing along, lowering your standards to make it seem clever? While it's to be expected that the human perspective will be changed by encounters with profound new technologies, the exercise of treating machine intelligence as real requires people to reduce their mooring to reality.

The United States has 250 Billion tons of recoverable coal reserves - enough to last 100 years even at double the current rate of consumption.' We humans have inhabited the earth for many thousands of years, and now we can look forward to surviving for another hundred by doubling our consumption of coal? This is national security? The world-ending fire of industrial fundamentalism may already be burning in our furnaces and engines, but if it will burn for a hundred more years, that will be fine. Surely it would be better to intend straightforwardly to contain the fire and eventually put it out! But once greed has been made an honorable motive, then you have an economy without limits. It has no place for temperance or thrift or the ecological law of return. It will do anything. It is monstrous by definition.

The real world just doesn’t offer up as easily the carefully designed pleasures, the thrilling challenges, and the powerful social bonding afforded by virtual environments. Reality doesn’t motivate us as effectively. Reality isn’t engineered to maximize our potential. Reality wasn’t designed from the bottom up to make us happy.

You may know how to operate computers. You may know a lot about aliens or robots. You may be a doctor, lawyer, engineer, teacher, specialist… BUT if you don’t know how you operate, why your life is the way it is and how to increase fulfillment, love and peace in your life then all the knowledge and degrees aren’t much worth having!

The question of good and the nature of evil will always be one of philosophy’s most intriguing problems, up there with the problem of existence itself. If evil means to be self-motivated, to be the center of one’s own universe, to live on one’s own terms, then every artist, thinker, every original mind, is evil. Because we dare to look through our own eyes rather than mouth clichés lent us from the so-called Fathers. To dare to see is to steal fire from the Gods. This is mankind’s destiny, the engine which fuels us as a race.

As Kafka said, “The meaning of life is that it ends.” Death is the engine that keeps us running, giving us the motivation to achieve, learn, love, and create.

Ability to find the answers is more important than ability to know the answers.

If you want to learn to do something right, watch someone who has done it successfully.

Death might appear to destroy the meaning in our lives, but in fact it is the very source of our creativity. As Kafka said, "That meaning of life is that it ends." Death is the engine that keeps us running, giving us the motivation to achieve, learn, love and create.

Why had Holmes taken the children? Why had he engineered that contorted journey from city to city? What power did Holmes possess that gave him such control? There was something about Holmes that Geyer just did not understand. Every crime had a motive. But the force that propelled Holmes seemed to exist outside the world of Geyer’s experience. He kept coming back to the same conclusion: Holmes was enjoying himself. He had arranged the insurance fraud for the money, but the rest of it was for fun. Holmes was testing his power to bend the lives of people.

Death is the engine that keeps us running, giving us the motivation to achieve, learn, love, and create....The great achievements of humanity were born out of the deadlines imposed by death...if he lived forever , chances are he would be rendered boring, listless, and unmotivated, robbed of life’s richness, by dull routine.

The Transhumanist Party aims to motivate and mobilize both female and male scientists and engineers to take on additional responsibilities as rational politicians. It does not mean replacing democracy with technocracy. It means that our government needs help in making the right policies and investing in science, health, and technology for the improvement of the human condition and the long-term survival of the human race.

Motivation is the fuel necessary to keep the human engine running. Zig Ziglar

The meaning of life is that it ends.” Death is the engine that keeps us running, giving us the motivation to achieve, learn, love, and create.

Either you create million excuses or you create million rupees. But you cannot create both.

The Yogic system does not talk about God. It does not talk about the soul or heaven. Such talk invariably makes people hallucinatory. Yoga talks only about the barriers that you have set up, because this resistance is all that needs to be attended to. The creator is not looking for your attention. The ropes that bind you and the walls that block you- these are one hundred percent of your making. And these are all you need to unknot and dismantle. You have no work with existence. You only have work with the existence that you created.

They are part of the slave mentality artfully engineered by priestly propaganda. Dissect your motives deeper! You will find that no one has ever done anything wholly for others. All actions are self-directed, all service is self-serving, all love self-loving.

The ability to simply look without motive is missing in the world today. Everybody is a psychological creature, wanting to assign meaning to everything. Seeking is not about looking for something. It is about enhancing your perception, your very faculty of seeing.

Escalation of commitment is a major factor in preventable failures. Ironically, it can be fueled by one of the most celebrated engines of success: grit. Grit is the combination of passion and perseverance, and research shows that it can play an important role in motivating us to accomplish long-term goals. When it comes to rethinking, though, grit may have a dark side. Experiments show that gritty people are more likely to overplay their hands in roulette and more willing to stay the course in tasks at which they’re failing and success is impossible.

Self-Determination Theory (SDT), which is arguably the best understanding science currently has for why some pursuits get our engines running while others leave us cold.8 SDT tells us that motivation, in the workplace or elsewhere, requires that you fulfill three basic psychological needs—factors described as the “nutriments” required to feel intrinsically motivated for your work: Autonomy: the feeling that you have control over your day, and that your actions are important Competence: the feeling that you are good at what you do Relatedness: the feeling of connection to other people

Owing to the shape of a bell curve, the education system is geared to the mean. Unfortunately, that kind of education is virtually calculated to bore and alienate gifted minds. But instead of making exceptions where it would do the most good, the educational bureaucracy often prefers not to be bothered. In my case, for example, much of the schooling to which I was subjected was probably worse than nothing. It consisted not of real education, but of repetition and oppressive socialization (entirely superfluous given the dose of oppression I was getting away from school). Had I been left alone, preferably with access to a good library and a minimal amount of high-quality instruction, I would at least have been free to learn without useless distractions and gratuitous indoctrination. But alas, no such luck. Let’s try to break the problem down a bit. The education system […] is committed to a warm and fuzzy but scientifically counterfactual form of egalitarianism which attributes all intellectual differences to environmental factors rather than biology, implying that the so-called 'gifted' are just pampered brats who, unless their parents can afford private schooling, should atone for their undeserved good fortune by staying behind and enriching the classroom environments of less privileged students. This approach may appear admirable, but its effects on our educational and intellectual standards, and all that depends on them, have already proven to be overwhelmingly negative. This clearly betrays an ulterior motive, suggesting that it has more to do with social engineering than education. There is an obvious difference between saying that poor students have all of the human dignity and basic rights of better students, and saying that there are no inherent educationally and socially relevant differences among students. The first statement makes sense, while the second does not. The gifted population accounts for a very large part of the world’s intellectual resources. As such, they can obviously be put to better use than smoothing the ruffled feathers of average or below-average students and their parents by decorating classroom environments which prevent the gifted from learning at their natural pace. The higher we go on the scale of intellectual brilliance – and we’re not necessarily talking just about IQ – the less support is offered by the education system, yet the more likely are conceptual syntheses and grand intellectual achievements of the kind seldom produced by any group of markedly less intelligent people. In some cases, the education system is discouraging or blocking such achievements, and thus cheating humanity of their benefits.

The little blue engine looked up at the hill. His light was weak, his whistle was shrill. He was tired and small, and the hill was tall, And his face blushed red as he softly said, “I think I can, I think I can, I think I can.” So he started up with a chug and a strain, And he puffed and pulled with might and main. And slowly he climbed, a foot at a time, And his engine coughed as he whispered soft, “I think I can, I think I can, I think I can.” With a squeak and a creak and a toot and a sigh, With an extra hope and an extra try, He would not stop — now he neared the top — And strong and proud he cried out loud, “I think I can, I think I can, I think I can!” He was almost there, when — CRASH! SMASH! BASH! He slid down and mashed into engine hash On the rocks below... which goes to show If the track is tough and the hill is rough, THINKING you can just ain’t enough!

The world steadily grows better because the human mind, applying itself to environment, makes it better... with hands... with tools... with horse sense and science and engineering.

Trekking means a travelling experience with a thrilling excitement.

Man was designed for accomplishment, engineered for success, and endowed with the seeds of greatness. Zig Ziglar

The ability to simply look without motive is missing in the world today.

A small step is much more powerful than the mightiest intentions.

Motivated people build better stuff.

Passion is that inner fire that keeps you moving when the engines have all cooled down.

As teachers, we often promote the idea that process is more important than the end product, yet it is often the product itself that provides context and motivates students to learn.

if you really want to know spirituality, don’t look for anything. People think spirituality is about looking for God or truth or the ultimate. The problem is you have already defined what you are looking for. It is not the object of your search that is important; it is the faculty of looking. The ability to simply look without motive is missing in the world today. Everybody is a psychological creature, wanting to assign meaning to everything. Seeking is not about looking for something. It is about enhancing your perception, your very faculty of seeing.

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

Death might appear to destroy the meaning in our lives, but in fact it is the very source of our creativity. As Kafka said, “The meaning of life is that it ends.” Death is the engine that keeps us running, giving us the motivation to achieve, learn, love, and create. Philosophers have proclaimed this for thousands of years just as vehemently as we insist upon ignoring it generation after generation.

There is a frequent tendency in the presentation of mechaincs to use problems mainly as a vehicle to illustrate theory rather than to develop theory for the purpose of solving problems. When the first view is allowed to predominate, problems tend to become overly idealized and unrelated to engineering with the result that the exercise becomes dull, academic, and uninteresting. This approach deprives the students of valuable experience in formulating problems and thus of discovering the need for and meaning of theory. The second view provides by far the stronger motive for learning theory and leads to a better balance between theory and application. The crucial role played by interest and purpose in providing the strongest possible motive for learning cannot be overemphasized." Glenn Kraige, from Merriam & Kraige's Dynamics text, 7th Edition.

According to an equally lovingly preserved English translation of the prospectus, the purpose of Ibuka’s firm was “to establish an ideal factory that stresses a spirit of freedom and open-mindedness, and where engineers with sincere motivation can exercise their technological skills to the highest level.” We shall, he pledged, “eliminate any unfair profit-seeking exercises” and “seek expansion not only for the sake of size.” Further, “we shall carefully select employees . . . we shall avoid to have [sic] formal positions for the mere sake of having them, and shall place emphasis on a person’s ability, performance and character, so that each

Now, once a quarter, the company sets aside an entire day when its engineers can work on any software problem they want—only this time, “to get them out of the day to day,” it must be something that’s not part of their regular job.

. . . Neither ecological nor social engineering will lead us to a conflict-free, simple path . . . Utilitarians and others who simply advise us to be happy are unhelpful, because we almost always have to make a choice either between different kinds of happiness--different things to be happy _about_--or between these and other things we want, which nothing to do with happiness. . . . Do we find ourselves a species naturally free from conflict? We do not. There has not, apparently, been in our evolution a kind of rationalization which might seem a possible solution to problems of conflict--namely, a takeover by some major motive, such as the desire for future pleasure, which would automatically rule out all competing desires. Instead, what has developed is our intelligence. And this in some ways makes matters worse, since it shows us many desirable things that we would not otherwise have thought of, as well as the quite sufficient number we knew about for a start. In compensation, however, it does help us to arbitrate. Rules and principles, standards and ideals emerge as part of a priority system by which we guide ourselves through the jungle. They never make the job easy--desires that we put low on our priority system do not merely vanish--but they make it possible. And it is in working out these concepts more fully, in trying to extend their usefulness, that moral philosophy begins. Were there no conflict, it [moral philosophy] could never have arisen. The motivation of living creatures does got boil down to any single basic force, not even an 'instinct of self-preservation.' It is a complex pattern of separate elements, balanced roughly in the constitution of the species, but always liable to need adjusting. Creatures really have divergent and conflicting desires. Their distinct motives are not (usually) wishes for survival or for means to survival, but for various particular things to be done and obtained while surviving. And these can always conflict. Motivation is fundamentally plural. . . An obsessive creature dominated constantly by one kind of motive, would not survive. All moral doctrine, all practical suggestions about how we ought to live, depend on some belief about what human nature is like. The traditional business of moral philosophy is attempting to understand, clarify, relate, and harmonize so far as possible the claims arising from different sides of our nature. . . . One motive does not necessarily replace another smoothly and unremarked. There is _ambivalence_, conflict behavior.

As Reagan said, “individual freedom and the profit motive were the engines of progress which transformed an American wilderness into an economic dynamo that provided the American people with a standard of living that is still the envy of the world.

Death might appear to destroy the meaning in our lives, bit in fact it is the very source of our creativity. As Kafka said, "The meaning of life is that it ends." Death is the engine that keeps us running, giving us the motivation to achieve, learn, love, and create.

They don't know your heart. Don't let them tell you who you are, what you can do. The heart cannot be put on a piece of paper... They can see you as short, thin, black or white, but they can not see your heart. The most powerful engine... The most important thing you have to have is heart.

I feel as though dispossessed from the semblances of some crystalline reality to which I’d grown accustomed, and to some degree, had engaged in as a participant, but to which I had, nevertheless, grown inexplicably irrelevant. But the elements of this phenomenon are now quickly dissolving from memory and being replaced by reverse-engineered Random Access actualizations of junk code/DNA consciousness, the retro-coded catalysts of rogue cellular activity. The steel meshing titters musically and in its song, I hear a forgotten tale of the Interstitial gaps that form pinpoint vortexes at which fibers (quanta, as it were) of Reason come to a standstill, like light on the edge of a Singularity. The gaps, along their ridges, seasonally infected by the incidental wildfires in the collective unconscious substrata. Heat flanks passageways down the Interstices. Wildfires cluster—spread down the base trunk Axon in a definitive roar: hitting branches, flaring out to Dendrites to give rise to this release of the very chemical seeds through which sentience is begotten. Float about the ether, gliding a gentle current, before skimming down, to a skip over the surface of a sea of deep black with glimmering waves. And then, come to a stop, still inanimate and naked before any trespass into the Field, with all its layers that serve to veil. Plunge downward into the trenches. Swim backwards, upstream, and down through these spiraling jets of bubbles. Plummet past the threshold to trace the living history of shadows back to their source virus. And acquire this sense that the viruses as a sample, all of the outlying populations withstanding: they have their own sense of self-importance, too. Their own religion. And they mine their hosts barren with the utilitarian wherewithal that can only be expected of beings with self-preservationist motives.

Markets are not just about the steam engine, iron foundries, or today’s silicon-chip factories. Markets also supported Shakespeare, Haydn, and the modern book superstore. The rise of oil painting, classical music, and print culture were all part of the same broad social and economic developments, namely the rise of capitalism, modern technology, rule of law, and consumer society.

One person looks around and see a universe created by a God who watches over its long unfurling, marking the fall of sparrows and listening to the prayers of his finest creation. Another person believes that life, in all its baroque complexity, is a chemical aberration that will briefly decorate the surface of a ball of rock spinning somewhere among a billion galaxies. And the two of them could talk for hours and find no greater difference between each other, for neither set of beliefs makes us kinder or wiser. William the Bastard forcing Harold to swear over the bones of Saint Jerome, the Church of Rome rent asunder by the King's Great Matter, the twin towers folding into smoke. Religion fueling the turns and reverses of human history, or so it seems, but twist them all to catch a different light and those same passionate beliefs seem no more than banners thrown up to hide the usual engines of greed and fear. And in our single lives? Those smaller turns and reverses? Is it religion which trammels and frees, which gives or withholds hope? Or are these, too, those old base motives dressed up for a Sunday morning? Are they reasons or excuses?

We became the most successful advanced projects company in the world by hiring talented people, paying them top dollar, and motivating them into believing that they could produce a Mach 3 airplane like the Blackbird a generation or two ahead of anybody else. Our design engineers had the keen experience to conceive the whole airplane in their mind’s-eye, doing the trade-offs in their heads between aerodynamic needs and weapons requirements. We created a practical and open work environment for engineers and shop workers, forcing the guys behind the drawing boards onto the shop floor to see how their ideas were being translated into actual parts and to make any necessary changes on the spot. We made every shop worker who designed or handled a part responsible for quality control. Any worker—not just a supervisor or a manager—could send back a part that didn’t meet his or her standards. That way we reduced rework and scrap waste. We encouraged our people to work imaginatively, to improvise and try unconventional approaches to problem solving, and then got out of their way. By applying the most commonsense methods to develop new technologies, we saved tremendous amounts of time and money, while operating in an atmosphere of trust and cooperation both with our government customers and between our white-collar and blue-collar employees. In the end, Lockheed’s Skunk Works demonstrated the awesome capabilities of American inventiveness when free to operate under near ideal working conditions. That may be our most enduring legacy as well as our source of lasting pride.

In yet another deliberate subterfuge engineered to sow division amongst citizens, Republicrats have set their sights upon the Second Amendment as the centerpiece of their campaign of misinformation and misdirection. While ‘one side’ presents itself as ‘pro-gun’, and the other, ‘anti-gun’, make no mistake; both sides are heavily motivated to eliminate this final threat to their complete power grab.

Even with the best doctors, engineers, lawyers and police, you can only lead a dull, meaningless life without the many masterpieces of art to bring you joy, tickle your brain and keep your soul fresh. Art is the magic potion that pacifies broken hearts and motivates us to love life. Without Art we will only have hate, intolerance, dictators and wars. The most powerful army will never be able to build a healthy society without good art. Art is the freshest breath of life, it is the soul of life.

Maybe there wasn't, after all, a clear motivation for any of the things that people did. Maybe they just did them for no reason at all or because of stupidity or selfishness or cowardice or anger or for reasons that made no rational sense - because the clouds happened to be a particularly gloomy shade of gray that day, because the barking of an old dog chained to a sycamore tree just happened to sound exactly like the crunch of soldiers' boots on gravel or the hum of bees like an engine in the head driving you mad.

Since 2005, it has been the law in California that flat roofs, which cover mainly industrial and commercial buildings, have to be white. And, since the summer of 2009, even sloping roofs put on new residential buildings have had to be “light-colored cool-roof colors, if not white.” Such mandates were motivated by the fact that “a 1,000 square foot area of rooftop painted white has about the same one-time impact on global warming as cutting 10 tons of carbon dioxide emissions.” This is so because of the amount of sunlight reflected back

One and all they are driven by the twin engines of ignorance and willful barbarism. You nod, you also are familiar with these two powerful components of our national character, ignorance and willful barbarianism. Yes, everywhere you turn, and even among the most gifted of us, the most extensively educated, these two brute forces of motivation will eventually emerge. The essential information is always missing; sensitivity is a mere veil to self-concern. We are all secret encouragers of ignorance, at heart we are all willful barbarians.

Strategy cannot be a useful concept if it is a synonym for success. Nor can it be a useful tool if it is confused with ambition, determination, inspirational leadership, and innovation. Ambition is drive and zeal to excel. Determination is commitment and grit. Innovation is the discovery and engineering of new ways to do things. Inspirational leadership motivates people to sacrifice for their own and the common good.1 And strategy, responsive to innovation and ambition, selects the path, identifying how, why, and where leadership and determination are to be applied.

Steve Jobs was famous for what observers called his “reality distortion field.” Part motivational tactic, part sheer drive and ambition, this field made him notoriously dismissive of phrases such as “It can’t be done” or “We need more time.” Having learned early in life that reality was falsely hemmed in by rules and compromises that people had been taught as children, Jobs had a much more aggressive idea of what was or wasn’t possible. To him, when you factored in vision and work ethic, much of life was malleable. For instance, in the design stages for a new mouse for an early Apple product, Jobs had high expectations. He wanted it to move fluidly in any direction—a new development for any mouse at that time—but a lead engineer was told by one of his designers that this would be commercially impossible. What Jobs wanted wasn’t realistic and wouldn’t work. The next day, the lead engineer arrived at work to find that Steve Jobs had fired the employee who’d said that. When the replacement came in, his first words were: “I can build the mouse.” This was Jobs’s view of reality at work. Malleable, adamant, self-confident. Not in the delusional sense, but for the purposes of accomplishing something. He knew that to aim low meant to accept mediocre accomplishment. But a high aim could, if things went right, create something extraordinary. He was Napoleon shouting to his soldiers: “There shall be no Alps!” For most of us, such confidence does not come easy. It’s understandable. So many people in our lives have preached the need to be realistic or conservative or worse—to not rock the boat. This is an enormous disadvantage when it comes to trying big things. Because though our doubts (and self-doubts) feel real, they have very little bearing on what is and isn’t possible. Our

Sooner or later something seems to call us onto a particular path. You may remember this “something” as a signal calling in childhood when an urge out of nowhere, a fascination, a peculiar turn of events struck like an annunciation: This is what I must do, this is what I’ve got to have. This is who I am…If not this vivid and sure, the call may have been more like gentle pushings in the stream in which you drifted unknowingly to a particular spot on the bank. Looking back, you sense that fate had a hand in it…. A calling may be postponed, avoided, intermittently missed. It may also possess you completely. Whatever; eventually it will out. It makes its claim…. Extraordinary people display calling most evidently. Perhaps that’s why they fascinate. Perhaps, too, they are extraordinary because their calling comes through so clearly and they are so loyal to it…. Extraordinary people bear the better witness because they show what ordinary mortals simply can’t. We seem to have less motivation and more distraction. Yet our destiny is driven by the same universal engine. Extraordinary people are not a different category; the workings of this engine in them are simply more transparent…. —JAMES HILLMAN

PayPal to a confident CEO who commands the respect of thousands. “I think there are ways he has dramatically improved over time,” said Thiel. Most impressive to Thiel has been Musk’s ability to find bright, ambitious people and lure them to his companies. “He has the most talented people in the aerospace industry working for him, and the same case can be made for Tesla, where, if you’re a talented mechanical engineer who likes building cars, then you’re going to Tesla because it’s probably the only company in the U.S. where you can do interesting new things. Both companies were designed with this vision of motivating a critical mass of talented people to work on inspiring things.

Social entrepreneurs are among the most dynamic engines of the cooperative movement. Where corporate moguls work for personal enrichment, these civic-minded business leaders work for the cooperative equivalent, which is a desire to generate community self-reliance, abolish poverty, and enhance community economic well-being by improving housing, food, transportation, energy, health, finance, and a host of other products and services. Their motivations are not selfishly financial; they are far deeper, rooted in both the human spirit and the pervasive sense of community that human beings have striven to express throughout history. As the economist Jean Monnet once said, “Without community, there is crisis.

In the case of food, if the argument is valid that we need some kind of genetic modification to help feed the world’s growing population, then I believe that we cannot simply dismiss this branch of genetic technology. However, if, as suggested by its critics, this argument is merely a front for motives that are primarily commercial—such as producing food that will simply have a longer lasting shelf life, that can be more easily exported from one side of the world to the other, that is more attractive in appearance and more convenient in consumption, or creating grains and cereals engineered not to produce their own seeds so that farmers are forced to depend entirely upon the biotech companies for seeds—then clearly such practices must be seriously questioned. Many

The art of staying motivated, being happy, and continually improving oneself is a dynamic interplay that shapes a fulfilling life journey. Motivation is not a fleeting emotion but a sustained commitment to finding purpose and inspiration in daily pursuits. Happiness, the compass of well-being, emanates from a life aligned with personal values, while self-improvement serves as the engine propelling you towards your best self. To be better and stronger necessitates resilience, a dedication to continuous learning, and the wisdom to discern toxic individuals and political ideologies that may hinder your progress. Surrounding yourself with positivity and steering clear of toxicity is not just a lifestyle choice; it is a deliberate strategy for crafting a life of fulfillment and purpose.

One day Jobs came into the cubicle of Larry Kenyon, an engineer who was working on the Macintosh operating system, and complained that it was taking too long to boot up. Kenyon started to explain, but Jobs cut him off. “If it could save a person’s life, would you find a way to shave ten seconds off the boot time?” he asked. Kenyon allowed that he probably could. Jobs went to a whiteboard and showed that if there were five million people using the Mac, and it took ten seconds extra to turn it on every day, that added up to three hundred million or so hours per year that people would save, which was the equivalent of at least one hundred lifetimes saved per year. “Larry was suitably impressed, and a few weeks later he came back and it booted up twenty-eight seconds faster,” Atkinson recalled. “Steve had a way of motivating by looking at the bigger picture.

And consider flesh too, if it comes to that. Who could have dreamed up such stuff? It's flabby and it stinks as often as not or it bulges and develops knobs and is covered with horrible hair and blotches. The internal combustion engine is at least more efficient, or take the piston rods on a loco-motive, and it's quite easy to oil them too. While keeping flesh in decent condition is almost impossible even leaving aside the obscene process of ageing and the fact that half the world starves. What a planet. And take eating, if you're lucky enough to do any. Stuffing pieces of dead animals into a hole in your face. Then munch, munch, munch. If there's anybody watching they must be dying of laughter. And the shape of the human body. Who but a thoroughly imcompetent craftsman or else some sort of practical joker could have invented this sort of moon on two sticks? Legs are a bad joke. Twinkle, twinkle, twinkle.

Nearly a century ago, French engineer Max Ringelmann (reported by Kravitz & Martin, 1986) found that the collective effort of tug-of-war teams was but half the sum of the individual efforts. Contrary to the presumption that “in unity there is strength,” this suggested that group members may actually be less motivated when performing additive tasks. Maybe, though, poor performance stemmed from poor coordination—people pulling a rope in slightly different directions at slightly different times. A group of Massachusetts researchers led by Alan Ingham (1974) cleverly eliminated that problem by making individuals think others were pulling with them, when in fact they were pulling alone. Blindfolded participants were assigned the first position in the apparatus and told, “Pull as hard as you can.” They pulled 18 percent harder when they knew they were pulling alone than when they believed that behind them two to five people were also pulling.

Brunelleschi’s successor as a theorist of linear perspective was another of the towering Renaissance polymaths, Leon Battista Alberti (1404 –1472), who refined many of Brunelleschi’s experiments and extended his discoveries about perspective. An artist, architect, engineer, and writer, Alberti was like Leonardo in many ways: both were illegitimate sons of prosperous fathers, athletic and good-looking, never-married, and fascinated by everything from math to art. One difference is that Alberti’s illegitimacy did not prevent him from being given a classical education. His father helped him get a dispensation from the Church laws barring illegitimate children from taking holy orders or holding ecclesiastical offices, and he studied law at Bologna, was ordained as a priest, and became a writer for the pope. During his early thirties, Alberti wrote his masterpiece analyzing painting and perspective, On Painting, the Italian edition of which was dedicated to Brunelleschi. Alberti had an engineer’s instinct for collaboration and, like Leonardo, was “a lover of friendship” and “open-hearted,” according to the scholar Anthony Grafton. He also honed the skills of courtiership. Interested in every art and technology, he would grill people from all walks of life, from cobblers to university scholars, to learn their secrets. In other words, he was much like Leonardo, except in one respect: Leonardo was not strongly motivated by the goal of furthering human knowledge by openly disseminating and publishing his findings; Alberti, on the other hand, was dedicated to sharing his work, gathering a community of intellectual colleagues who could build on each other’s discoveries, and promoting open discussion and publication as a way to advance the accumulation of learning. A maestro of collaborative practices, he believed, according to Grafton, in “discourse in the public sphere.” When Leonardo was a teenager in Florence, Alberti was in his sixties and spending much of his time in Rome, so it is unlikely they spent time together. Alberti was a major influence nonetheless.

THE SEVEN KEY CHARACTERIZATION VARIABLES Think of these as realms, as areas of potential character illumination. Here they are, in no particular order: Surface affectations and personality—What the world sees and perceives about a character, including quirks, ticks, habits, and visual presentation. Backstory—All that happened in the character’s life before the story begins that conspires to make him who he is now. Character arc—How the character learns lessons and grows (changes) over the course of the story, how she evolves and conquers her most confounding issues. Inner demons and conflicts—The nature of the issues that hold a character back and define his outlook, beliefs, decisions, and actions. Fear of meeting new people, for example, is a demon that definitely compromises one’s life experience. Worldview—An adopted belief system and moral compass; the manifested outcome of backstory and inner demons. Goals and motivations—What drives a character’s decisions and actions, and the belief that the benefits of those decisions and actions outweigh any costs or compromises. Decisions, actions, and behaviors—The ultimate decisions and actions that are the sum of all of the above. Everything about your characters depends on this final variable, and the degree to which the character’s decisions, actions, and behaviors have meaning and impact depends on how well you’ve manipulated the first six variables before, during, and after the moment of decision or action.

I work in theoretical computer science: a field that doesn’t itself win Fields Medals (at least not yet), but that has occasions to use parts of math that have won Fields Medals. Of course, the stuff we use cutting-edge math for might itself be dismissed as “ivory tower self-indulgence.” Except then the cryptographers building the successors to Bitcoin, or the big-data or machine-learning people, turn out to want the stuff we were talking about at conferences 15 years ago—and we discover to our surprise that, just as the mathematicians gave us a higher platform to stand on, so we seem to have built a higher platform for the practitioners. The long road from Hilbert to Gödel to Turing and von Neumann to Eckert and Mauchly to Gates and Jobs is still open for traffic today. Yes, there’s plenty of math that strikes even me as boutique scholasticism: a way to signal the brilliance of the people doing it, by solving problems that require years just to understand their statements, and whose “motivations” are about 5,000 steps removed from anything Caplan or Bostrom would recognize as motivation. But where I part ways is that there’s also math that looked to me like boutique scholasticism, until Greg Kuperberg or Ketan Mulmuley or someone else finally managed to explain it to me, and I said: “ah, so that’s why Mumford or Connes or Witten cared so much about this. It seems … almost like an ordinary applied engineering question, albeit one from the year 2130 or something, being impatiently studied by people a few moves ahead of everyone else in humanity’s chess game against reality. It will be pretty sweet once the rest of the world catches up to this.

The end is a mystery, therefore think and act well now! Be robust, be focused and run the race with tenacity! When you fall, arise, learn the lessons and use them well! Learn everyday for life is an arena for learning! No one can ever be perfect! When you are speeding, be careful, for excessive speed can sometimes be dangerous, though it can get you to your journey’s end faster, and it can also make you avoid certain attacks! Sometimes the best things come delayed; when there are delays, be patient and wait, for not all things that delay are dead; time will speak with time! When it is going smoothly, watch out never to let comfort lead you astray, for because of comfort, so many people are not who they were truly meant to be, and they are in wrong tracks to an end of no glory! When darkness comes, remember life is about day and night! When day comes, note that darkness puts people to sleep; use the day well then whilst you have it! No day stays forever and no night is ever permanent! Never rejoice because someone falls during the day for you do not know what will happen to you in the night! Serendipity exists, but try your very best to do all you can to ensure that you never faint nor fall, for life is a battle! Stand for what is a must and do what is truly needed to be done! Be vigilant enough never to slumber nor be trapped in another track! Guard your tongue, for no one can hear it until you say it! Mind your actions, for it is the oil that keeps your lamps brighter for a good journey! Mind your mind for it is an engine for life, and a good remote control that controls the entire body to a good or a bad end! Guard your heart, for it is the house of your being! Remember, however in all things that human strength, efforts, wisdom and understanding is always limited! Ask God therefore for that little insight and understanding to get to your journey’s end successfully with a successful story so as to win that awesome praises from His angels! You are here for a purpose! We shall all meet the end, but how we shall meet it is truly a mystery! As you take the journey, mind the end!

entire project would be kicked back, and he would need to start the submission process again. The proposal had to be perfect this time. If not, he was sure his competitors would swoop in on this opportunity to launch their own devices. He had spent the last two years on this project, and he was so close—only twenty-seven days left to make all the necessary corrections. He could not afford distractions now. Too much was riding on this; his name was riding on this. He remembered what his father always told him: “No one remembers the name of the person who came in second.” These words motivated him all through high school to earn a full scholarship to Boston University, where he earned his BA and master’s degrees in computer science, and then his PhD in robotics engineering at MIT. Those degrees had driven him to start his own business, Vinchi Medical Engineering, and at age thirty-four, he still lived by those words to keep the company on top. The intercom buzzed. “Your conference call is ready on line one, Mr. Vinchi.” “What the hell were you guys thinking?” Jon barked as soon as he got on the line. Not waiting for them to answer, Jon continued, “Whose bright idea was it to submit my name to participate at this event—or any event, for that matter? This type of thing has your name written all over it, Drew. Is this your doing?” As always, Trent said it the way it was. “If you had attended the last meeting, Jon, you would have been brought up to date for this and would have had the chance to voice any opposition to your participation.” It was a moot point, Jon knew he’d missed their last meeting—actually, their last few meetings—due to his own business needs. But this stunt wasn’t solely about the meeting, and he knew it. “Trent, I have always supported the decisions you guys have made in the past, but I am not supporting this one. What makes you think I will even show? I don’t have time for this nonsense.” “Time is valuable to all of us, Jon. We all have our own companies to run besides supporting what is needed for Takes One. Either you’re fully invested in this, or you’re not. There are times when it takes more than

A fierce battle was taking place at Tobruk, and nothing thrilled him more than spirited warfare and the prospect of military glory. He stayed up until three-thirty, in high spirits, “laughing, chaffing and alternating business with conversation,” wrote Colville. One by one his official guests, including Anthony Eden, gave up and went to bed. Churchill, however, continued to hold forth, his audience reduced to only Colville and Mary’s potential suitor, Eric Duncannon. Mary by this point had retired to the Prison Room, aware that the next day held the potential to change her life forever. — IN BERLIN, MEANWHILE, HITLER and Propaganda Minister Joseph Goebbels joked about a newly published English biography of Churchill that revealed many of his idiosyncrasies, including his penchant for wearing pink silk underwear, working in the bathtub, and drinking throughout the day. “He dictates messages in the bath or in his underpants; a startling image which the Führer finds hugely amusing,” Goebbels wrote in his diary on Saturday. “He sees the English Empire as slowly disintegrating. Not much will be salvageable.” — ON SUNDAY MORNING, a low-grade anxiety colored the Cromwellian reaches of Chequers. Today, it seemed, would be the day Eric Duncannon proposed to Mary, and no one other than Mary was happy about it. Even she, however, was not wholly at ease with the idea. She was eighteen years old and had never had a romantic relationship, let alone been seriously courted. The prospect of betrothal left her feeling emotionally roiled, though it did add a certain piquancy to the day. New guests arrived: Sarah Churchill, the Prof, and Churchill’s twenty-year-old niece, Clarissa Spencer-Churchill—“looking quite beautiful,” Colville noted. She was accompanied by Captain Alan Hillgarth, a raffishly handsome novelist and self-styled adventurer now serving as naval attaché in Madrid, where he ran intelligence operations; some of these were engineered with the help of a lieutenant on his staff, Ian Fleming, who later credited Captain Hillgarth as being one of the inspirations for James Bond. “It was obvious,” Colville wrote, “that Eric was expected to make advances to Mary and that the prospect was viewed with nervous pleasure by Mary, with approbation by Moyra, with dislike by Mrs. C. and with amusement by Clarissa.” Churchill expressed little interest. After lunch, Mary and the others walked into the rose garden, while Colville showed Churchill telegrams about the situation in Iraq. The day was sunny and warm, a nice change from the recent stretch of cold. Soon, to Colville’s mystification, Eric and Clarissa set off on a long walk over the grounds by themselves, leaving Mary behind. “His motives,” Colville wrote, “were either Clarissa’s attraction, which she did not attempt to keep in the background, or else the belief that it was good policy to arouse Mary’s jealousy.” After the walk, and after Clarissa and Captain Hillgarth had left, Eric took a nap, with the apparent intention (as Colville

Sharon passed around a handout: "Triangle of Self-Actualization" by Abraham Maslow. The levels of human motivation. It resembled the nutrition triangle put out by the FDA, with five horizontal levels of multiple colors. I vaguely remembered it from my one college psychology course in the 1970's. "Very applicable with refugees," Sharon said. "Maslow theorized that one could not move to a higher level until the prior level was satisfied. The first level, the triangle base, is physiological needs. Like food and water. Until a person has enough to eat and drink, that's all one would be concerned with." I'd never experienced not being able to satisfy my thirst or hunger, but it sounded logical that that would be my only concern in such a situation. For the Lost Boys, just getting enough food and water had been a daily struggle. I wondered what kind of impact being stuck at the bottom level for the last fourteen years would have on a person, especially a child and teen. "The second level is safety and security. Home. A sanctuary. A safe place." Like not being shot at or having lions attack you. They hadn't had much of level two, either. Even Kakuma hadn't been safe. A refugee camp couldn't feel like home. "The third level is social. A sense of belonging." Since they'd been together, they must have felt like they belonged, but perhaps not on a larger scale, having been displaced from home and living in someone else's country. "Once a person has food, shelter, family and friends, they can advance to the fourth level, which is ego. Self-esteem." I'd never thought of those things occurring sequentially, but rather simultaneously, as they did in my life. If I understood correctly, working on their self-esteem had not been a large concern to them, if one at all. That was bound to affect them eventually. In what way remained to be seen. They'd been so preoccupied with survival that issues of self-worth might overwhelm them at first. A sure risk for insecurity and depression. The information was fascinating and insightful, although worrisome in terms of Benson, Lino, and Alepho. It also made me wonder about us middle-and upper-class Americans. We seldom worried about food, except for eating too much, and that was not what Maslow had been referring to. Most of us had homes and safety and friends and family. That could mean we were entirely focused on that fourth level: ego. Our efforts to make ourselves seem strong, smart, rich, and beautiful, or young were our own kind of survival skill. Perhaps advancing directly to the fourth level, when the mind was originally engineered for the challenges of basic survival, was why Prozac and Zoloft, both antidepressants, were two of the biggest-selling drugs in America. "The pinnacle of the triangle," Sharon said, "is the fifth level. Self-actualization. A strong and deeply felt belief that as a person one has value in the world. Contentment with who one is rather than what one has. Secure in ones beliefs. Not needing ego boosts from external factors. Having that sense of well-being that does not depend on the approval of others is commonly called happiness." Happiness, hard to define, yet obvious when present. Most of us struggled our entire lives to achieve it, perhaps what had brought some of us to a mentoring class that night.

gave up on the idea of creating “socialist men and women” who would work without monetary incentives. In a famous speech he criticized “equality mongering,” and thereafter not only did different jobs get paid different wages but also a bonus system was introduced. It is instructive to understand how this worked. Typically a firm under central planning had to meet an output target set under the plan, though such plans were often renegotiated and changed. From the 1930s, workers were paid bonuses if the output levels were attained. These could be quite high—for instance, as much as 37 percent of the wage for management or senior engineers. But paying such bonuses created all sorts of disincentives to technological change. For one thing, innovation, which took resources away from current production, risked the output targets not being met and the bonuses not being paid. For another, output targets were usually based on previous production levels. This created a huge incentive never to expand output, since this only meant having to produce more in the future, since future targets would be “ratcheted up.” Underachievement was always the best way to meet targets and get the bonus. The fact that bonuses were paid monthly also kept everyone focused on the present, while innovation is about making sacrifices today in order to have more tomorrow. Even when bonuses and incentives were effective in changing behavior, they often created other problems. Central planning was just not good at replacing what the great eighteenth-century economist Adam Smith called the “invisible hand” of the market. When the plan was formulated in tons of steel sheet, the sheet was made too heavy. When it was formulated in terms of area of steel sheet, the sheet was made too thin. When the plan for chandeliers was made in tons, they were so heavy, they could hardly hang from ceilings. By the 1940s, the leaders of the Soviet Union, even if not their admirers in the West, were well aware of these perverse incentives. The Soviet leaders acted as if they were due to technical problems, which could be fixed. For example, they moved away from paying bonuses based on output targets to allowing firms to set aside portions of profits to pay bonuses. But a “profit motive” was no more encouraging to innovation than one based on output targets. The system of prices used to calculate profits was almost completely unconnected to the value of new innovations or technology. Unlike in a market economy, prices in the Soviet Union were set by the government, and thus bore little relation to value. To more specifically create incentives for innovation, the Soviet Union introduced explicit innovation bonuses in 1946. As early as 1918, the principle had been recognized that an innovator should receive monetary rewards for his innovation, but the rewards set were small and unrelated to the value of the new technology. This changed only in 1956, when it was stipulated that the bonus should be proportional to the productivity of the innovation. However, since productivity was calculated in terms of economic benefits measured using the existing system of prices, this was again not much of an incentive to innovate. One could fill many pages with examples of the perverse incentives these schemes generated. For example, because the size of the innovation bonus fund was limited by the wage bill of a firm, this immediately reduced the incentive to produce or adopt any innovation that might have economized on labor.

Engineer possibility into greatness

As the Christian revolution progressed, however, the impossible problems it had solved disappeared from view. That’s what happens to problems that are solved. And after the solution was implemented, even the fact that such problems had ever existed disappeared from view. Then and only then could the problems that remained, less amenable to quick solution by Christian doctrine, come to occupy a central place in the consciousness of the West—come to motivate, for example, the development of science, aimed at resolving the corporeal, material suffering that was still all-too-painfully extant within successfully Christianized societies. The fact that automobiles pollute only becomes a problem of sufficient magnitude to attract public attention when the far worse problems that the internal combustion engine solves vanished from view.

Climate change is the greatest challenge of our generation and it is up to us - the young engineers, technologists and entrepreneurs to build solutions.

As Baca tells it, that's our job as writers, to strip away the artifice and expectations of life and talk to the world in the dark. Honestly. Authentically. With vulnerability and fear and hope. This is nowhere more important than when you're crafting the people who will populate your novel. The motivations and desires of your characters drive your story and are the engine of your personal transformation. Crafting believable and compelling fictional characters turbo boosts real-life empathy and strengthens social skills as well as coping mechanisms because it guides the writer to consider other people's motives and desires, the consequences of choice and of action, and the complexity of life.

Anumber of things jump out about the Dyson story. The first is that the solution seems rather obvious in hindsight. This is often the case with innovation, and it’s something we will come back to. But now consider a couple of other aspects of the story. The first is that the creative process started with a problem, what you might even call a failure, in the existing technology. The vacuum cleaner kept blocking. It let out a screaming noise. Dyson had to keep bending down to pick up bits of trash by hand. Had everything been going smoothly Dyson would have had no motivation to change things. Moreover, he would have had no intellectual challenge to sink his teeth into. It was the very nature of the engineering problem that sparked a possible solution (a bagless vacuum cleaner). And this turns out to be an almost perfect metaphor for the creative process, whether it involves vacuum cleaners, a quest for a new brand name, or a new scientific theory. Creativity is, in many respects, a response.

Studies show that enthusiastic people get better breaks. They’re promoted more often, have higher incomes, and live happier lives. That’s not a coincidence. The word enthusiasm comes from the Greek word entheos. Theos is a term for “God.” When you’re enthusiastic, you are full of God. When you get up in the morning excited about life, recognizing that each day is a gift, you are motivated to pursue your goals. You will have a favor and blessing that will cause you to succeed. The eight undeniable quality of a winner is that they stay passionate throughout their lives. Too many people have lost their enthusiasm. At one time they were excited about their futures and passionate about their dreams, but along the way they hit some setbacks. They didn’t get the promotions they wanted, maybe a relationship didn’t work out, or they had health issues. Something took the wind out of their sails. They’re just going through the motions of life; getting up, going to work, and coming home. God didn’t breathe His life into us so we would drag through the day. He didn’t create us in His image, crown us with His favor, and equip us with His power so that we would have no enthusiasm. You may have had some setbacks. The wind may have been taken out of your sails, but this is a new day. God is breathing new life into you. If you shake off the blahs and get your passion back, then the winds will start blowing once again--not against you, but for you. When you get in agreement with God, He will cause things to shift in your favor. On January 15, 2009, Capt. Chelsey “Sully” Sullenberger successfully landed a jet airplane in the Hudson River after the plane’s engines were disabled by multiple bird strikes. Despite the dangers of a massive passenger plane landing in icy waters, all 155 passengers and crew members survived. It’s known as the “Miracle on the Hudson.” Just after the successful emergency landing and rescue, a reporter asked a middle-aged male passenger what he thought about surviving that frightening event. Although he was shaken up, cold and wet, the passenger had a glow on his face, and excitement in his voice when he replied: “I was alive before, but now I’m really alive.” After facing a life-and-death situation, the survivor found that his perspective had changed. He recognized each moment as a gift and decided that instead of just living, he would start really living.

The local church, as it functioned in the New Testament, is still alive and well. It doesn’t need to be reinvented or re-engineered. It simply needs to be revived. God’s pattern of local church ministry is as effective today as it was in the first century.

Motivation is the engine to the soul,

A strong product culture means that the team understands the importance of continuous and rapid testing and learning. They understand that they need to make mistakes in order to learn, but they need to make them quickly and mitigate the risks. They understand the need for continuous innovation. They know that great products are the result of true collaboration. They respect and value their designers and engineers. They understand the power of a motivated product team. A strong VP product will understand the importance of a strong product culture, be able to give real examples of her own experiences with product culture, and have concrete plans for instilling this culture in your company.

Recognizing Your Strengths The strengths you have inside your core represent the self in the world through the internal strengths that shine within you showering the world. The values you stand behind the virtues of living a meaningful life. Your values lead the path for you to be recognized in the world by the action you take. The kindness you have helped bonding the world. The love you spread, nurturing the world. The forgiveness you have, begins healing in the world. The humility inside you representing you bringing out the best of you. The fairness you treat the world, you are showing a leader in the world. The love of learning you practice doing, you are bringing light in the world. The spirituality you practice, you are making peace in the world. The talents you have mattered in this world. Artistic gift of yours, creates a colorful world. Literary gift of yours, inspires the world. Engineering gift of yours, advance the world. Athletic gift of yours, impresses the world. All the strengths you have mean everything to us all. Recognizing your strengths is a beginning of all. No talent is too small or too rare that cannot be used in this intricate world to favor the world. Working hard in nurturing your strengths you are helping us all. One day we all can reap your fruit feeding us all.

The easiest way to describe how to harness the galvanizing power of why is with a tool I call the belief statement. For example, most of Apple’s product launches in recent years feature slick videos with commentary from Apple designers, engineers, and executives. These videos, while camouflaged as beautiful product showcases, are actually packed with statements not about what the products do but about the design thinking behind them: in essence, the tightly held beliefs with which Apple’s design team operates. We believe our users should be at the center of everything we do. We believe that a piece of technology should be as beautiful as it is functional. We believe that making devices thinner and lighter but more powerful requires innovative problem solving. Belief statements like these are so compelling for two reasons. First, the right corporate or organizational beliefs have the ability to resonate with our personal belief systems and feelings, and move us to action. In fact, the 2018 Edelman Earned Brand study revealed that nearly two out of three people are now belief-driven buyers.4 And as we saw in our discussion of buyers’ emotional motivators in chapter 3, this works even if the beliefs stated are aspirational. For example, if my vision for my future self is someone who weighs a few pounds less and is in better physical shape, a well-timed ad from a health club or fancy kitchen blender evangelizing the benefits of a healthy lifestyle may be enough to rapidly convert me. In the case of Apple, the same phenomenon results in mobs of smitten consumers arriving at stores in droves, braving long lines and paying premium prices, as if to say, “Yes! I do believe I should be at the center of everything you do! Technology should be beautiful! Thinner? Lighter? More powerful? Of course! We share the same vision! We’re both cool!” (Although these actual words are rarely spoken aloud.) The second reason belief statements are so compelling is because they help us manifest the conviction and emotion critical to delivering our message in an authentic way.

Pierce did not let people get in the way of his pursuit of ideas,” Mayo adds. “He did not compromise because it would make people feel good. He did his thing because he felt it was necessary to accomplish the development of ideas the way he wanted. He was excellent at that. And I loved those research people for that. They weren’t about making people feel good. They were about motivating people—not to do the conventional thing, but to do the unconventional thing.” To follow the progress of business now, Mayo adds, is to become accustomed to watching successful technology companies offer new engineers rich incentives for their work.

the ability to make money, save it, and put it into capital (i.e., capitalism) is an effective motivator of people and allocator of resources that raises people’s living standards. But capitalism is also a source of wealth and opportunity gaps that are unfair, can be counterproductive, are highly cyclical, and can be destabilizing. In my opinion, the greatest challenge for policy makers is to engineer a capitalist economic system that raises productivity and living standards without worsening inequities and instabilities.

Recognizing Your Strengths The strengths you have inside your core. All the strengths represent the self in the world. The values you stand behind the virtues of living a fruitful life. Your values leading the path for you to be recognized by the deeds you do. The internal strengths that shine within you. The kindness you have, help bonding the world. The love you spread, nurtures the world. The forgiveness you have, begin the healing in the world. The humility inside you, representing you bringing out the best of you. The fairness you treat the world, you are showing a leader in the world. The love of learning you practice doing, you are bringing light in the world. The spirituality you practice, peace will follow. The talents you have matter in this world. Artistic gift of yours brings a colorful world. Literate gift of yours inspires the world. Engineering gift of yours advance the world. Athletic gift of yours impresses the world. All the strengths you have mean everything to us all. Recognizing your strengths a beginning of all. Working hard in nurturing your strengths you are helping us all. One day we all can ripe your fruit feeding us all.

We can be motivated out the wazoo by gaining an understanding of all these power packed psychological truths yet somehow lack the basic engine needed to turn all that positive advice into the outcomes we desire. The science of quality management needs a seat at that table. Without it, a perplexing gap can be created when we set out to apply all that psychologically proven information to produce the specific type of life or career we want. Understanding how quality is defined, built, and managed was the missing link for me.

Trusting other people and giving them the freedom to make technical decisions (even ones that you disagree with!), understanding other people’s motivations, learning to give difficult feedback, knowing when to pick your battles - these are all useful skills to have.

Degradation of work. Compelling the people in an organization to focus their efforts on the narrow range of what gets measured leads to a degradation of the experience of work. Edmund Phelps, a Nobel Prize winning economist, claims in his book Mass Flourishing: How Grassroots Innovation Created Jobs, Challenge, and Change that one of the virtues of capitalism is its ability to provide “the experience of mental stimulation, the challenge of new problems to solve, the chance to try the new, and the excitement of venturing into the unknown.”9 That is indeed a possibility under capitalism. But those subject to performance metrics are forced to focus their efforts on limited goals, imposed by others, who may not understand the work that they do. For the workers under scrutiny, mental stimulation is dulled, they decide neither the problems to be solved nor how to solve them, and there is no excitement of venturing into the unknown because the unknown is beyond the measureable. In short, the entrepreneurial element of human nature—which extends beyond the owners of enterprises—may be stifled by metric fixation.10 One result is to motivate those with greater initiative and enterprise to move out of mainstream, large-scale organizations where the culture of accountable performance prevails. Teachers move out of public schools to private schools and charter schools. Engineers move out of large corporations to boutique firms. Enterprising government employees become consultants. There is a healthy element in this. But surely the large-scale organizations of our society are the poorer for driving out those most likely to innovate and initiate. The more that work becomes a matter of filling in the boxes by which performance is to be measured and rewarded, the more it will repel those who think outside the box.