Execution Motivational Quotes

Whenever I am in a difficult situation where there seems to be no way out, I think about all the times I have been in such situations and say to myself, "I did it before, so I can do it again.

When you work on something that only has the capacity to make you 5 dollars, it does not matter how much harder you work – the most you will make is 5 dollars.

Today is a new day and it brings with it a new set of opportunities for me to act on. I am attentive to the opportunities and I seize them as they arise. I have full confidence in myself and my abilities. I can do all things that I commit myself to. No obstacle is too big or too difficult for me to handle because what lies inside me is greater than what lies ahead of me. I am committed to improving myself and I am getting better daily. I am not held back by regret or mistakes from the past. I am moving forward daily. Absolutely nothing is impossible for me.

Nothing like having a warrant for your execution to get a girl motivated.

plan, organize, integrate, motivate, and measure.

Daily the Negro is coming more and more to look upon law and justice, not as protecting safeguards, but as sources of humiliation and oppression. The laws are made by men who have little interest in him; they are executed by men who have absolutely no motive for treating the black people with courtesy or consideration; and, finally, the accused law-breaker is tried, not by his peers, but too often by men who would rather punish ten innocent Negroes than let one guilty one escape.

Be creative while inventing ideas, but be disciplined while implementing them.

To send men to the firing squad, judicial proof is unnecessary. These procedures are an archaic bourgeois detail. This is a revolution! And a revolutionary must become a cold killing machine motivated by pure hate. We must create the pedagogy of the paredón [execution wall].

We mistakenly assume that bodily survival has a higher precedence than ego survival. This is simply not generally true. Ego will happily destroy the body for its own sake. Look at overweight executives headed for heart attacks on the way to getting their pictures in Fortune or anorexic models suffering slow starvation on their way to getting their pictures in Vogue. Protecting ego is the general case.

In life, the question is not if you will have problems, but how you are going to deal with your problems. If the possibility of failure were erased, what would you attempt to achieve? The essence of man is imperfection. Know that you're going to make mistakes. The fellow who never makes a mistake takes his orders from one who does. Wake up and realize this: Failure is simply a price we pay to achieve success. Achievers are given multiple reasons to believe they are failures. But in spite of that, they persevere. The average for entrepreneurs is 3.8 failures before they finally make it in business. When achievers fail, they see it as a momentary event, not a lifelong epidemic. Procrastination is too high a price to pay for fear of failure. To conquer fear, you have to feel the fear and take action anyway. Forget motivation. Just do it. Act your way into feeling, not wait for positive emotions to carry you forward. Recognize that you will spend much of your life making mistakes. If you can take action and keep making mistakes, you gain experience. Life is playing a poor hand well. The greatest battle you wage against failure occurs on the inside, not the outside. Why worry about things you can't control when you can keep yourself busy controlling the things that depend on you? Handicaps can only disable us if we let them. If you are continually experiencing trouble or facing obstacles, then you should check to make sure that you are not the problem. Be more concerned with what you can give rather than what you can get because giving truly is the highest level of living. Embrace adversity and make failure a regular part of your life. If you're not failing, you're probably not really moving forward. Everything in life brings risk. It's true that you risk failure if you try something bold because you might miss it. But you also risk failure if you stand still and don't try anything new. The less you venture out, the greater your risk of failure. Ironically the more you risk failure — and actually fail — the greater your chances of success. If you are succeeding in everything you do, then you're probably not pushing yourself hard enough. And that means you're not taking enough risks. You risk because you have something of value you want to achieve. The more you do, the more you fail. The more you fail, the more you learn. The more you learn, the better you get. Determining what went wrong in a situation has value. But taking that analysis another step and figuring out how to use it to your benefit is the real difference maker when it comes to failing forward. Don't let your learning lead to knowledge; let your learning lead to action. The last time you failed, did you stop trying because you failed, or did you fail because you stopped trying? Commitment makes you capable of failing forward until you reach your goals. Cutting corners is really a sign of impatience and poor self-discipline. Successful people have learned to do what does not come naturally. Nothing worth achieving comes easily. The only way to fail forward and achieve your dreams is to cultivate tenacity and persistence. Never say die. Never be satisfied. Be stubborn. Be persistent. Integrity is a must. Anything worth having is worth striving for with all your might. If we look long enough for what we want in life we are almost sure to find it. Success is in the journey, the continual process. And no matter how hard you work, you will not create the perfect plan or execute it without error. You will never get to the point that you no longer make mistakes, that you no longer fail. The next time you find yourself envying what successful people have achieved, recognize that they have probably gone through many negative experiences that you cannot see on the surface. Fail early, fail often, but always fail forward.

For a lot of people, finding a method that bypasses the most executive functioning barriers or that makes a task a little less intolerable is better than what’s “quickest.” In the end, the approach that you are motivated to do and enjoy doing is the most “efficient,” because you are actually doing it and not avoiding it.

While good strategy content is based on a compelling value proposition for buyers with a robust profit proposition for the organization, sustainable strategy execution is based largely on a motivating-people proposition.

My ideas will not be discussed, they will be executed.

Where there is desire, the means to fulfill it are endless.

They own the window, You own the view

A true professional not only follows but loves the processes, policies and principles set by his profession.

Whatever begun with planning, ends in a victory.

The personal, as every one’s so fucking fond of saying, is political. So if some idiot politician, some power player, tries to execute policies that harm you or those you care about, TAKE IT PERSONALLY. Get angry. The Machinery of Justice will not serve you here—it is slow and cold, and it is theirs, hardware and soft. Only the little people suffer at the hands of Justice; the creatures of power slide out from under with a wink and a grin. If you want justice, you will have to claw it from them. Make it PERSONAL. Do as much damage as you can. GET YOUR MESSAGE ACROSS. That way you stand a far better chance of being taken seriously next time. Of being considered dangerous. And make no mistake about this: being taken seriously, being considered dangerous marks the difference, the ONLY difference in their eyes, between players and little people. Players they will make deals with. Little people they liquidate. And time and again they cream your liquidation, your displacement, your torture and brutal execution with the ultimate insult that it’s just business, it’s politics, it’s the way of the world, it’s a tough life and that IT’S NOTHING PERSONAL. Well, fuck them. Make it personal.   QUELLCRIST FALCONER Things I Should Have Learnt by Now Volume II

In the context of your dreams,knowledge will always gives you enough reasons not to act. Act regardless and execute xceptionally

I killed the President because he was the enemy of the good people-the good working people. I am not sorry for my crime. I am sorry I could not see my father.

... Gunpei Yokoi, asked his boss, 'What should I make?' Nintendo chief executive Hiroshi Yamauchi replied, 'Something great.' Game Over Nintendo's Battle to Dominate Videogames

A complaint is a unique opportunity to strengthen the relationship with the client.

It’s about our burning desire to create something from nothing. It’s about defining success for ourselves, and our motivation to find success by doing things our way. And it’s about the freedom to create and execute our ideas, and then share those ideas with the world. It’s about the thing I believe most entrepreneurs today are looking for.

Whenever executives talk about how their company is really like a big ol’ family, beware. They’re usually not referring to how the company is going to protect you no matter what or love you unconditionally. You know, like healthy families would. Their motive is rather more likely to be a unidirectional form of sacrifice: yours.

In stark contrast, China’s startup culture is the yin to Silicon Valley’s yang: instead of being mission-driven, Chinese companies are first and foremost market-driven. Their ultimate goal is to make money, and they’re willing to create any product, adopt any model, or go into any business that will accomplish that objective. That mentality leads to incredible flexibility in business models and execution, a perfect distillation of the “lean startup” model often praised in Silicon Valley. It doesn’t matter where an idea came from or who came up with it. All that matters is whether you can execute it to make a financial profit. The core motivation for China’s market-driven entrepreneurs is not fame, glory, or changing the world. Those things are all nice side benefits, but the grand prize is getting rich, and it doesn’t matter how you get there.

Change occurs when excuses pivot to execution.

A powerful process automatically takes care of progress, productivity and profits.

Life Is Like a Big Kitchen — You Create, Plan, Organize, Execute, Achieve and Sometimes You Fail…

SOME PEOPLE KEEP LIONS, BUT ALL THEY DO IS, RUN A CIRCUS. कुछ लोग शेर पालते हैं, पर सर्कस चलाते हैं।

Why fear feedback? Why stigmatize failure in the workplace when it’s bringing you closer to achieving your organizational goals.

People just read about time management and think about time management but execution is a completely different experience that I can't describe in words

Dear Fathers of the Fatherless Children, Chief Guardians take on the responsibilities of being both the mother and father. I’ve noticed that a lot of people say, a mother can’t be a father. That could be very well true, however, we do not have a choice but to “play” the “father role” to the best of our ability. We are the mothers, but the fathers of the fatherless children cowardly volunteer our services. It’s hard enough being a mother, but it is harder trying to play the “father’s” role as well. However, those are the cards we were dealt. I can say, for the sake of the matter—no, we do not know how to be a “father”, but we do the best we can. That is why it is imperative that all fathers take responsibly and execute their role full-time.

As I developed as a CEO, I found two key techniques to be useful in minimizing politics. 1. Hire people with the right kind of ambition. The cases that I described above might involve people who are ambitious but not necessarily inherently political. All cases are not like this. The surest way to turn your company into the political equivalent of the U.S. Senate is to hire people with the wrong kind of ambition. As defined by Andy Grove, the right kind of ambition is ambition for the company’s success with the executive’s own success only coming as a by-product of the company’s victory. The wrong kind of ambition is ambition for the executive’s personal success regardless of the company’s outcome. 2. Build strict processes for potentially political issues and do not deviate. Certain activities attract political behavior. These activities include:   Performance evaluation and compensation   Organizational design and territory   Promotions Let’s examine each case and how you might build and execute a process that insulates the company from bad behavior and politically motivated outcomes.

New Rule: Not everything in America has to make a profit. If conservatives get to call universal health care "socialized medicine," I get to call private, for-profit health care "soulless vampire bastards making money off human pain." Now, I know what you're thinking: "But, Bill, the profit motive is what sustains capitalism." Yes, and our sex drive is what sustains the human species, but we don't try to fuck everything. It wasn't that long ago when a kid in America broke his leg, his parents took him to the local Catholic hospital, the nun stuck a thermometer in his ass, the doctor slapped some plaster on his ankle, and you were done. The bill was $1.50; plus, you got to keep the thermometer. But like everything else that's good and noble in life, some bean counter decided that hospitals could be big business, so now they're not hospitals anymore; they're Jiffy Lubes with bedpans. The more people who get sick, and stay sick, the higher their profit margins, which is why they're always pushing the Jell-O. Did you know that the United States is ranked fiftieth in the world in life expectancy? And the forty-nine loser countries were they live longer than us? Oh, it's hardly worth it, they may live longer, but they live shackled to the tyranny of nonprofit health care. Here in America, you're not coughing up blood, little Bobby, you're coughing up freedom. The problem with President Obama's health-care plan isn't socialism. It's capitalism. When did the profit motive become the only reason to do anything? When did that become the new patriotism? Ask not what you could do for your country, ask what's in it for Blue Cross Blue Shield. And it's not just medicine--prisons also used to be a nonprofit business, and for good reason--who the hell wants to own a prison? By definition, you're going to have trouble with the tenants. It's not a coincidence that we outsourced running prisons to private corporations and then the number of prisoners in America skyrocketed. There used to be some things we just didn't do for money. Did you know, for example, there was a time when being called a "war profiteer" was a bad thing? FDR said he didn't want World War II to create one millionaire, but I'm guessing Iraq has made more than a few executives at Halliburton into millionaires. Halliburton sold soldiers soda for $7.50 a can. They were honoring 9/11 by charging like 7-Eleven. Which is wrong. We're Americans; we don't fight wars for money. We fight them for oil. And my final example of the profit motive screwing something up that used to be good when it was nonprofit: TV news. I heard all the news anchors this week talk about how much better the news coverage was back in Cronkite's day. And I thought, "Gee, if only you were in a position to do something about it.

Everyone has a dream. The ambitious make that dream a goal. The motivated build a plan. The successful execute.

It's all execution, make sure you're executing, be electrifying don't get electrocuted.

THE WORLD IS TOO BEAUTIFUL TO IGNORE. PEOPLE WILL TRICK YOU INTO BELIEVING, IT'S NOT. IGNORE THEM, NOT THE WORLD.

Execution is something, but timing is everything.

Most of the people readily accept the principle but resist its practice.

Making a product is just an activity, making a profit on a product is the achievement.

The parent of every great and lasting decision is a thought. Therefore, contemplate deeply and thoroughly and then execute.

The honor of your presentation, execution, experience, and growth will do much more for you and your career over false claims that have no substance yet.

The only time you learn is when someone thrusts an opportunity at you and you are not sure.

When we consciously remind ourselves of benefits while downplaying costs, we can maintain motivation even during difficult or boring steps toward our goal.

NOTICE Persons attempting to find a motive in this narrative will be executed; persons attempting to find a moral in it will be banished; persons attempting to find a plot in it will be shot.

Success is not a rocket science when you clearly understand your skills and capabilities, focus on what you do best, plan accordingly, and execute one objective at a time using your time wisely.

In 2007, Stanford Business School Advisory committee asserted that self awareness was the most important attribute a leader should develop. The challenge for the modern entrepreneur is to take that path.

Some of the things written during those years, justifying, for example, the execution of the Rosenbergs, or the crucifixion of Alger Hiss (and the beatification of Whittaker Chambers) taught me something about the irresponsibility and cowardice of the liberal community which I will never forget. Their performance, then, yet more than the combination of ignorance and arrogance with which this community has always protected itself against the deepest implications of black suffering, persuaded me that brilliance without passion is nothing more than sterility. It must be remembered, after all, that I did not begin meeting these people at the point that they began to meet me: I had been delivering their packages and emptying their garbage and taking their tips for years. (And they don’t tip well.) And what I watched them do to each other during the McCarthy era was, in some ways, worse than anything they had ever done to me, for I, at least, had never been mad enough to depend on their devotion. It seemed very clear to me that they were lying about their motives and were being blackmailed by their guilt; were, in fact, at bottom, nothing more than the respectable issue of various immigrants, struggling to hold on to what they had acquired.

Paranoia is acceptable in the new friendship paradigm. Worrying that your best employees or customers might leave is ok, as long as you put in place an active strategy to offset any possibility of that scenario.

It is the sole responsibility of the leader to instill these values by constant preaching and persuasion. It is the leader’s role to lift followers out of their everyday selves up to a higher level of awareness, motivation, and commitment.

The smaller the society, the fewer probably will be the distinct parties and interests composing it; the fewer the distinct parties and interests, the more frequently will a majority be found of the same party; and the smaller the number of individuals composing a majority, and the smaller the compass within which they are placed, the more easily will they concert and execute their plans of oppression. Extend the sphere, and you take in a greater variety of parties and interests; you make it less probable that a majority of the whole will have a common motive to invade the rights of other citizens; or if such a common motive exists, it will be more difficult for all who feel it to discover their own strength, and to act in unison with each other.

The only way you can motivate people is to communicate with them.” Effective communication also shapes values for people by “not only bringing company philosophy to life . . . ,” as Peters and Austin put it, but also “helps newcomers understand how shared values affect individual performance.

But the most important work of the executive is to identify the changes that have already happened. The important challenge in society, economics, politics, is to exploit the changes that have already occurred and to use them as opportunities. The important thing is to identify the “future that has already happened”—and to develop a methodology for perceiving and analyzing these changes. A

There’s an interesting story about Abraham Lincoln. During the American Civil War he signed an order transferring certain regiments, but Secretary of War Edwin Stanton refused to execute it, calling the president a fool. When Lincoln heard he replied, ‘If Stanton said I’m a fool then I must be, for he’s nearly always right, and he says what he thinks. I’ll step over and see for myself.’ He did, and when Stanton convinced him the order was in error, Lincoln quietly withdrew it. Part of Lincoln’s greatness lay in his ability to rise above pettiness, ego, and sensitivity to other people’s opinions. He wasn’t easily offended. He welcomed criticism, and in doing so demonstrated one of the strengths of a truly great person: humility. So, have you been criticised? Make it a time to learn, not lose.

FEASIBILITY: The ability to begin turning the idea into action in a short period of time PROFITABILITY: The potential to make money from this idea, also in a short period of time PERSUASION: Not only is this a good idea, it’s a good idea now To narrow our list even further, let’s add two more qualities to the mix: EFFICIENCY: How quickly can this be executed? MOTIVATION: How excited are you about this idea?

Education -- whether its object be children or adults, individuals or an entire people, or even oneself -- consists in creating motives. To show what is beneficial, what is obligatory, what is good -- that is the task of education. Education concerns itself with the motives for effective action. For no action is ever carried out in the absence of motives capable of supplying the indispensable amount of energy for its execution.

To better understand the predicament of someone who is rational but emotionless, consider computers. Give a computer a program to run, and it will use flawless logic to execute it. But unless you give a computer a program to run, it will just sit there. Computers need a motivating force before they will do anything, and it is the job of the programmer to provide this motivating force. Damasio’s patient was like an unprogrammed computer. His

In many cases, this is due to simple execution failures. But in other cases, the institutions behave as though they were designed to achieve other, unacknowledged goals. Take school, for instance. We say that the function of school is to teach valuable skills and knowledge. Yet students don’t remember most of what they’re taught, and most of what they do remember isn’t very useful. Furthermore, our best research says that schools are structured in ways that actively interfere with the learning process, such as early wake-up times and frequent testing.

The key questions answered by tipping point leaders are as follows: What factors or acts exercise a disproportionately positive influence on breaking the status quo? On getting the maximum bang out of each buck of resources? On motivating key players to aggressively move forward with change? And on knocking down political roadblocks that often trip up even the best strategies? By single-mindedly focusing on points of disproportionate influence, tipping point leaders can topple the four hurdles that limit execution of blue ocean strategy. They can do this fast and at low cost. Let

the voluntary evil we do one another can be profoundly and permanently damaging, even to the strong. And what is it, precisely, that motivates such evil? It doesn’t make itself manifest merely in consequence of the hard lot of life. It doesn’t even emerge, simply, because of failure itself, or because of the disappointment and bitterness that failure often and understandably engenders. But the hard lot of life, magnified by the consequence of continually rejected sacrifices (however poorly conceptualized; however half-heartedly executed)? That will bend and twist people into the truly monstrous forms who then begin, consciously, to work evil; who then begin to generate for themselves and others little besides pain and suffering (and who do it for the sake of that pain and suffering). In that manner, a truly vicious circle takes hold: begrudging sacrifice, half-heartedly undertaken; rejection of that sacrifice by God or by reality (take your pick); angry resentment, generated by that rejection; descent into bitterness and the desire for revenge; sacrifice undertaken even more begrudgingly, or refused altogether. And it’s Hell itself that serves as the destination place of that downward spiral.

What we wanted was not the facts so much as what guys like Kemper were thinking and feeling as they planned and executed their crimes. We wanted to know what motivated them, what techniques they used, and how they regarded each assault or murder afterward. We wanted to know how and where the fantasy began, what the most emotionally satisfying parts of the crime were, and whether torture and the suffering of the victim were important components for them. In other words: What were the distinctions between the “practical” aspects of successfully committing the crime and the “emotional” reasons for doing it.

Sheepwalking I define “sheepwalking” as the outcome of hiring people who have been raised to be obedient and giving them a brain-dead job and enough fear to keep them in line. You’ve probably encountered someone who is sheepwalking. The TSA “screener” who forces a mom to drink from a bottle of breast milk because any other action is not in the manual. A “customer service” rep who will happily reread a company policy six or seven times but never stop to actually consider what the policy means. A marketing executive who buys millions of dollars’ worth of TV time even though she knows it’s not working—she does it because her boss told her to. It’s ironic but not surprising that in our age of increased reliance on new ideas, rapid change, and innovation, sheepwalking is actually on the rise. That’s because we can no longer rely on machines to do the brain-dead stuff. We’ve mechanized what we could mechanize. What’s left is to cost-reduce the manual labor that must be done by a human. So we write manuals and race to the bottom in our search for the cheapest possible labor. And it’s not surprising that when we go to hire that labor, we search for people who have already been trained to be sheepish. Training a student to be sheepish is a lot easier than the alternative. Teaching to the test, ensuring compliant behavior, and using fear as a motivator are the easiest and fastest ways to get a kid through school. So why does it surprise us that we graduate so many sheep? And graduate school? Since the stakes are higher (opportunity cost, tuition, and the job market), students fall back on what they’ve been taught. To be sheep. Well-educated, of course, but compliant nonetheless. And many organizations go out of their way to hire people that color inside the lines, that demonstrate consistency and compliance. And then they give these people jobs where they are managed via fear. Which leads to sheepwalking. (“I might get fired!”) The fault doesn’t lie with the employee, at least not at first. And of course, the pain is often shouldered by both the employee and the customer. Is it less efficient to pursue the alternative? What happens when you build an organization like W. L. Gore and Associates (makers of Gore-Tex) or the Acumen Fund? At first, it seems crazy. There’s too much overhead, there are too many cats to herd, there is too little predictability, and there is way too much noise. Then, over and over, we see something happen. When you hire amazing people and give them freedom, they do amazing stuff. And the sheepwalkers and their bosses just watch and shake their heads, certain that this is just an exception, and that it is way too risky for their industry or their customer base. I was at a Google conference last month, and I spent some time in a room filled with (pretty newly minted) Google sales reps. I talked to a few of them for a while about the state of the industry. And it broke my heart to discover that they were sheepwalking. Just like the receptionist at a company I visited a week later. She acknowledged that the front office is very slow, and that she just sits there, reading romance novels and waiting. And she’s been doing it for two years. Just like the MBA student I met yesterday who is taking a job at a major packaged-goods company…because they offered her a great salary and promised her a well-known brand. She’s going to stay “for just ten years, then have a baby and leave and start my own gig.…” She’ll get really good at running coupons in the Sunday paper, but not particularly good at solving new problems. What a waste. Step one is to give the problem a name. Done. Step two is for anyone who sees themselves in this mirror to realize that you can always stop. You can always claim the career you deserve merely by refusing to walk down the same path as everyone else just because everyone else is already doing it.

Introverts typically . . . • Process information internally. It is normal for them to continuously contemplate, generate, circulate, evaluate, question, and conclude. • Are rejuvenated and energized by rest, relaxation, and down-time. • Need time to process and adapt to a new situation or setting, otherwise it is draining. • Tend to be practical, simple, and neutral in their clothing, furnishings, offices, and surroundings. • Choose their friends carefully and focus on quality, not quantity. They enjoy the company of people who have similar interests and intellect. • May resist change if they are not given enough notice to plan, prepare, and execute. Sudden change creates stress and overwhelm.

Absolute solution comes from absolute problem, ultimate certainty comes from ultimate uncertainty, total acceptance comes from total rejection, complete perfection comes from complete flaw, ample richness comes from ample poverty, foolproof protection comes from unyielding danger and unlimited liberty comes from unlimited restriction. Each one is coincident of another as dark is coincident of light. To such a degree, never try to escape from them.Rather bravely and wisely engage to sort them out . You know, these wonderful stuffs fetch for its tail all wonderful-reverse-stuffs, making your life tested and dignified. Never give up rather wake-up, have a great shower, eat, dress up and join in the struggle. Neither dishearten yourself nor give ears to others' words, just keep faith on you, believe your own intuition and keep the struggle going... I am damn sure, Success, it must lay its head eventually beneath your noble feet as a flunky of order execution and will crown you as the king." Many Cheers from Lord Robin

Altogether, these observations suggest that several processes contribute to psychotic experience: the loss of familiarity with the world, hypothetically associated with noisy information processing; increased novelty detection mediated by the hippocampus; associated alterations of prefrontal cortical processing, which have reliably been associated with impairments in working memory and other executive functions; increased top-down effects of prior beliefs mediated by the frontal cortex that may reflect compensatory efforts to cope with an increasingly complex and unfamiliar world; and finally disinhibition of subcortical dopaminergic neurotransmission, which increases salience attribution to otherwise irrelevant stimuli. Furthermore, increased noise of chaotic or stress-dependent dopamine firing can reduce the encoding of errors of reward prediction elicited by primary and secondary reinforcers, thus contributing to a subjective focusing of attention on apparently novel and mysterious environmental cues while reducing attention and motivation elicited by common and natural and social stimuli.

Bollywood's economic workings are more mysterious. It still exists in what was known as the informal and high-risk sector of the Indian economy. Banks rarely invest in Bollywood, where moneylenders are rampant, demanding up to 35 percent interest. The big corporate houses seem no less keen to stay away from filmmaking. A senior executive with the Tatas, one of India's prominent business families, told me, "We went into Bollywood, made one film, lost a lot of money, and got out of it fast," adding that "the place works in ways we couldn't begin to explain to our shareholders." Since only six or seven of the two hundred films made each year earn a profit, the industry has generated little capital of its own. The great studios of the early years of the industry are now defunct. It is outsiders- regular moneylenders, small and big businessmen, real estate people, and, sometimes, mafia dons- who continue to finance new films, and their turnover, given the losses, is rapid. Their motives are mixed: sex, glamour, money laundering, and, more optimistically, profit. They rarely have much to do with the desire to make original, or even competent, films.

The most obvious way that defensive motivational states make themselves known to us is, in fact, through our own behavior. The ability to observe one’s behavior and thus create representations of behavior in working memory is called monitoring.77 By directing our attention to our behavioral output, we can acquire information about what we are doing and intentionally adjust our behavior in light of thoughts, memories, and feelings. As an executive function of working memory, monitoring, not surprisingly, involves circuits in the prefrontal cortex.78 We use observations of our own behavior to regulate how we act in social situations.79 If you become aware that your behavior is negatively affecting others, you can make adjustments as a social situation evolves. Or if you notice you are acting in a biased way toward some group, you can make corrections. In addition, through monitoring one can observe undesirable habits and seek to change these through therapy or other means. Not everyone is equally adept at using monitoring to improve self-awareness. The field of emotional intelligence is all about how people differ in such abilities and how one can be trained to do better.80

I believe that social media, and the internet as a whole, have negatively impacted our ability to both think long-term and to focus deeply on the task in front of us. It is no surprise, therefore, that Apple CEO, Steve Jobs, prohibited his children from using phones or tablets—even though his business was to sell millions of them to his customers! The billionaire investor and former senior executive at Facebook, Chamath Palihapitiya, argues that we must rewire our brain to focus on the long term, which starts by removing social media apps from our phones. In his words, such apps, “wire your brain for super-fast feedback.” By receiving constant feedback, whether through likes, comments, or immediate replies to our messages, we condition ourselves to expect fast results with everything we do. And this feeling is certainly reinforced through ads for schemes to help us “get rich quick”, and through cognitive biases (i.e., we only hear about the richest and most successful YouTubers, not about the ones who fail). As we demand more and more stimulation, our focus is increasingly geared toward the short term and our vision of reality becomes distorted. This leads us to adopt inaccurate mental models such as: Success should come quickly and easily, or I don’t need to work hard to lose weight or make money. Ultimately, this erroneous concept distorts our vision of reality and our perception of time. We can feel jealous of people who seem to have achieved overnight success. We can even resent popular YouTubers. Even worse, we feel inadequate. It can lead us to think we are just not good enough, smart enough, or disciplined enough. Therefore, we feel the need to compensate by hustling harder. We have to hurry before we miss the opportunity. We have to find the secret that will help us become successful. And, in this frenetic race, we forget one of the most important values of all: patience. No, watching motivational videos all day long won’t help you reach your goals. But, performing daily consistent actions, sustained over a long period of time will. Staying calm and focusing on the one task in front of you every day will. The point is, to achieve long-term goals in your personal or professional life, you must regain control of your attention and rewire your brain to focus on the long term. To do so, you should start by staying away from highly stimulating activities.

The universal survey of life as a whole, an advantage which man has over the animal through his faculty of reason, is also comparable to a geometrical, colourless, abstract, reduced plan of his way of life. He is therefore related to the animal as the navigator, who by means of chart, compass, and quadrant knows accurately at any moment his course and position on the sea, is related to the uneducated crew who see only the waves and skies. It is therefore worth noting, and indeed wonderful to see, how man, besides his life in the concrete, always lives a second life in the abstract. In the former he is abandoned to all the storms of reality and to the influence of the present; he must struggle, suffer, and die like the animal. But his life in the abstract, as it stands before his rational consciousness, is the calm reflection of his life in the concrete, and of the world in which he lives; it is precisely that reduced chart or plan previously mentioned. Here in the sphere of calm deliberation, what previously possessed him completely and moved him intensely appears to him cold, colourless, and, for the moment, foreign and strange; he is a mere spectator and observer. In respect of this withdrawal into reflection, he is like an actor who has played his part in one scene, and takes his place in the audience until he must appear again. In the audience he quietly looks on at whatever may happen, even though it be the preparation of his own death (in the play); but then he again goes on the stage, and acts and suffers as he must. From this double life proceeds that composure in man, so very different from the thoughtlessness of the animal. According to previous reflection, to a mind made up, or to a recognized necessity, a man with such composure suffers or carries out in cold blood what is of the greatest, and often most terrible, importance to him, such as suicide, execution, duels, hazardous enterprises of every kind fraught with danger to life, and generally things against which his whole animal nature rebels. We then see to what extent reason is master of the animal nature, and we exclaim to the strong: ferreum certe tibi cor! (Truly hast thou a heart of iron!) [Iliad, xxiv, 521.] Here it can really be said that the faculty of reason manifests itself practically, and thus practical reason shows itself, wherever action is guided by reason, where motives are abstract concepts, wherever the determining factors are not individual representations of perception, or the impression of the moment which guides the animal.

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

The government tried to justify the secret NSA program by invoking exactly the kind of extreme theory of executive power that had motivated me to begin writing: the notion that the threat of terrorism vested the president with virtually unlimited authority to do anything to “keep the nation safe,” including the authority to break the law.

Executives trying to recognize high levels of achievement motivation in their people can look for one last piece of evidence: commitment to the organization. When people love their jobs for the work itself, they often feel committed to the organizations that make that work possible. Committed employees are likely to stay with an organization even when they are pursued by headhunters waving money.

One thing you should not fear is competition. They only help to raise your game and build a better product. If they are better than you, you deserve to lose." Peldi in Do! the pursuit of xceptional execution

One thing you should not fear is competition. They only help to raise your game and build a better product. If they are better than you, you deserve to lose." Peldi in Do! the pursuit of xceptional execution

The members of the committee were aware of the programmes concerned, having been briefed on them in classified sessions. The question was, in a sense, a trap, aimed at bouncing Clapper into revealing more than he wanted. But for all that, as a member of the executive branch, he is under a solemn duty not to mislead the legislature—or to mislead citizens who are observing its questioning of their government officials. For whatever mixture of motives or confusion, he breached that duty. He apologised later, pleading confusion not deliberate deceit. Though charges that he 'perjured' himself or deliberately lied to Congress are an exaggeration, in his place I think I would have resigned.

Entrepreneurship is about freedom, financial freedom but it also about what you leave behind." Guibert Englebienne, Co-founder of Globant

My major goal in business was to learn. I had legislated in my mind for failure the worse possible scenario was I would learn a lot regardless of the outcome. This goal was the foundation for success of the business. Peldi, Balsamiq

Our pride, our ego, our fear of failing too often keeps us from achieving greatness, keeps us stuck in jobs we don’t like, working with people we can’t stand, engaging in pursuits we’re not wholeheartedly passionate about.

How do entrepreneurs survive their early failures? They don’t view their failures as failures - they view these experiences as feedback, and a prelude to future success.

While motivation can play a significant role in teens’ behavior, it’s important to recognize that some behaviors reflect a skill weakness rather than a lack of motivation.

Coaches must take calculated risks all the time. One thing is to talk about what you plan to do and another is to prepare and then execute a plan toward change.

If your needs are not attainable through safe instruments, the solution is not to increase the rate of return by upping the level of risk. Instead, goals may be revised, savings increased, or income boosted through added years of work. . . . Somebody has to care about the consequences if uncertainty is to be understood as risk. . . . As we’ve seen, the chances of loss do decline over time, but this hardly means that the odds are zero, or negligible, just because the horizon is long. . . . In fact, even though the odds of loss do fall over long periods, the size of potential losses gets larger, not smaller, over time. . . . The message to emerge from all this hype has been inescapable: In the long run, the stock market can only go up. Its ascent is inexorable and predictable. Long-term stock returns are seen as near certain while risks appear minimal, and only temporary. And the messaging has been effective: The familiar market propositions come across as bedrock fact. For the most part, the public views them as scientific truth, although this is hardly the case. It may surprise you, but all this confidence is rather new. Prevailing attitudes and behavior before the early 1980s were different. Fewer people owned stocks then, and the general popular attitude to buying stocks was wariness, not ebullience or complacency. . . . Unfortunately, the American public’s embrace of stocks is not at all related to the spread of sound knowledge. It’s useful to consider how the transition actually evolved—because the real story resists a triumphalist interpretation. . . . Excessive optimism helps explain the popularity of the stocks-for-the-long-run doctrine. The pseudo-factual statement that stocks always succeed in the long run provides an overconfident investor with more grist for the optimistic mill. . . . Speaking with the editors of Forbes.com in 2002, Kahneman explained: “When you are making a decision whether or not to go for something,” he said, “my guess is that knowing the odds won’t hurt you, if you’re brave. But when you are executing, not to be asking yourself at every moment in time whether you will succeed or not is certainly a good thing. . . . In many cases, what looks like risk-taking is not courage at all, it’s just unrealistic optimism. Courage is willingness to take the risk once you know the odds. Optimistic overconfidence means you are taking the risk because you don’t know the odds. It’s a big difference.” Optimism can be a great motivator. It helps especially when it comes to implementing plans. Although optimism is healthy, however, it’s not always appropriate. You would not want rose-colored glasses in a financial advisor, for instance. . . . Over the long haul, the more you are exposed to danger, the more likely it is to catch up with you. The odds don’t exactly add, but they do accumulate. . . . Yet, overriding this instinctive understanding, the prevailing investment dogma has argued just the reverse. The creed that stocks grow steadily safer over time has managed to trump our common-sense assumption by appealing to a different set of homespun precepts. Chief among these is a flawed surmise that, with the passage of time, downward fluctuations are balanced out by compensatory upward swings. Many people believe that each step backward will be offset by more than one step forward. The assumption is that you can own all the upside and none of the downside just by sticking around. . . . If you find yourself rejecting safe investments because they are not profitable enough, you are asking the wrong questions. If you spurn insurance simply because the premiums put a crimp in your returns, you may be destined for disappointment—and possibly loss.

Transforming Moment" yes I got it. I Committed. I Tried. I Executed. I Failed. I Motivated. I Succeed.

His achievements were not come by easily. It was costly in life and in loss of personal freedoms. It was achieved with the full enforcement of the now famous "Dale laws." He moved quickly to punish deserters and law breakers. George Percy related the results in graphic terms. Some "in a moste severe manner [he] cawsed to be executed. Some he appointed to be hanged, some burned, some to be broken upon wheles, others to be staked and some to be shott to deathe; all theis extreme and crewell tortures he used and inflicted upon them to terrefy the reste for attemptinge the like...." These were stern measures that produced results and few of his contemporary associates took issue including John Rolfe, Ralph Hamor, Reverend Alexander Whitaker and even Sir Edwin Sandys. To them, motivated by the spirit of the time, hard conditions required stern handling.

Displays of power and terror annoyed him. He believed in competence, thoroughness, conscientiousness. People would do good work if you motivated them with reasonable reward. Read your reports, and not just the executive summaries. Do your damned job. Great civilizations might be born from guns, germs and magic, but it was bureaucracy that kept them going.

Discussions of entrepreneurship tend to focus on the personalities and attitudes of top management people, and especially of the chief executive. 4 Of course, any top management can damage and stifle entrepreneurship within its company. It’s easy enough. All it takes is to say ‘No’ to every new idea and to keep on saying it for a few years – and then make sure that those who came up with the new ideas never get a reward or a promotion and become ex-employees fairly swiftly. It is far less certain, however, that top management personalities and attitudes can by themselves – without the proper policies and practices – create an entrepreneurial business, which is what most of the books on entrepreneurship assert, at least by implication. In the few short-lived cases I know of, the companies were built and still run by the founder. Even then, when it gets to be successful the company soon ceases to be entrepreneurial unless it adopts the policies and practices of entrepreneurial management. The reason why top management personalities and attitudes do not suffice in any but the very young or very small business is, of course, that even a medium-sized enterprise is a pretty large organization. It requires a good many people who know what they are supposed to do, want to do it, are motivated towards doing it, and are supplied with both the tools and continuous reaffirmation. Otherwise there is only lip service; entrepreneurship soon becomes confined to the CEO’s speeches.

There are carvings and writings upon the stones of the mountainsides in Oregon on the west coast of the United States, in the Klammath section, which by their very nature indicate that they were carefully placed there with some important motive, and intended for permanency and the revelation of great wisdom at some distant time. As to when these writings were carved in the stone and what the carefully executed hieroglyphs mean, no authority has yet ventured to state, and research has led to no clue.

Have you ever reached to a point where you asked God if the assignment is really from Him. In your account you have just 100 dollars and He is asking you to execute a 400 million dollar project. Have you reached to the point that you consider going further will make no sense? Have you reached the point where you asked God are you sure you are still with me? I just found myself in that Junction now. Turning back ....to realise I have gone too far for Him to forsake me. Moving forward I heard the voice saying ...be still and know that I am your God. Giving up.....Couldn't find it in my dictionary. Moral of the lesson. God cannot give you an assignment that is equal to your pocket. If it suits your pocket it is definitely not from God. Remember God will not take glory where nothing happen.

nothing is more motivating than belonging to a team of people who know the goal and are determined to get there.

psychological constructs fall under five broad functional domains or systems: negative valence systems (e.g., threat processing), positive valence systems (reward processing), cognitive systems (e.g., attention, perception, memory, working memory, executive function), arousal and regulatory systems (e.g., brain arousal, circadian rhythm, motivation), and social processing systems (e.g., attachment, separation).

Insufficient hope. Please deposit more faith to make a withdrawal. - Those dark feelings might not be so dark. They might actually mean something. They may be a flashing red warning: “Do that other thing.” Or “Don’t settle here forever.” - It’s okay to take a risk on your own, and dream big. - God endorses your dissatisfaction with the world’s self-concept package: “Large, with a side of self-doubt and a sprinkle of guilt". - Find the fire. Our twenties can be an anesthesia — they can numb us to pain and motivation. If we can stop the morphine drip of despondency, we will find that our unbearable existential angst is not a doom — it is the pain of depressurization, rising out of the depths.  - God does not expect you to be a Wall Street executive. God does not wish you were making six figures. God does not wish you had a happy-go-lucky personality. God does not wish you would just “Get yourself together already!” You can depend on Him for love, affirmation, affection, correction, a guiding hand, and His never-forsaking care. Breathe. - The possibilities for embarrassment and greatness exist in the same space. - Everything passes. Nobody gets anything for keeps. And that’s how we’ve got to live. Appreciate the moment, every loved one. here now.

We see here the commitment to employ what terrorizes and repels, and does so powerfully, in order to have an effect of keeping certain groups in place or moving them from one realm to another. All of this is to commit those with governing powers to a show, a spectacle that displays power and creates motivating terror.

Attorney Chris Salamone served as chief executive officer for the National Student Leadership Conference (NSLC). He spends lots of dedicated hours in creating the programs for the college lectures in assisting the new young rising scholar and motivate them to attend university.

replied, and thought of Cathy Jones. “Touch that door handle, and I’ll let go,” she’d said, whilst balancing herself on the extreme edge of a chair, her fingers tucked beneath a noose she’d fashioned from torn bedsheets. It had taken ninety minutes to talk her out of it, he recalled, and when he’d finally left the room, he’d vomited until there was nothing but acid left in his stomach. Acid, and the burning shame of knowing that a part of him had wanted her to die. Even while he’d talked her out of it, employing every trick he knew to keep her alive, the deepest, darkest part of his heart had hoped his efforts would fail. Connor watched some indefinable emotion pass across Gregory’s face, and decided not to press it. “Briefing’s about to start,” he said, and left to join his brother at the front of the room. Casting his eye around, Gregory could see officers from all tiers of the Garda hierarchy, as well as various people he guessed were support staff or members of the forensics team. At the last minute, an attractive, statuesque woman with a sleek blonde bob flashed her warrant card and slipped into the back of the room. Precautions had been taken to ensure no errant reporters found their way inside, and all personnel were required to show their badge before the doors were closed. Niall clapped his hands and waited while conversation died down. “I want to thank you all for turning out,” he said. “It’s a hell of a way to spend your weekend.” There were a few murmurs of assent. “You’re here because there’s a killer amongst us,” he said. “Worse than anything we’ve seen in a good long while—not just here, but in the whole of Ireland. There’s no political or gang-related motivation that we’ve found, nor does there seem to be a sexual motivation, but we can’t be sure on either count because the killer leaves nothing of themselves behind. No blood, no fingerprints, no DNA that we’ve been able to use.” He paused, gathering his thoughts. “Contrary to what the press have started calling him, the ‘Butcher’ isn’t really a butcher at all. It’s our view that the murders of Claire Kelly and her unborn child, and of Aideen McArdle were perpetrated by the same person. It’s also our view that this person planned the murders, probably weeks or months in advance, and executed their plans with precision. There was little or no blood found, either at the scene or on the victims’ bodies, which were cleaned with a careful eye for detail after the killer dealt one immobilising blow to the head, followed by a single knife wound to the heart. These were no frenzy attacks, they were premeditated crimes.” One of the officers raised a hand. “Is there any connection between the victims?” she asked. “Aside from being resident in the same town, where they were casual acquaintances but shared no immediate family or friends, they were both female, both married homemakers and both mothers.” “Have you ruled out a copycat?” another one asked, and Niall

You are your brand. In order to be successful, you must stay relevant, have a winning mindset, motivate yourself, stick to what is working and engage in limitless opportunities to upgrade your portfolio. 

Frederic Herzberg, one of the great behavioral scientists, concurred. He studied in depth the work attitudes of thousands of people ranging from factory workers to senior executives. What do you think he found to be the most motivating factor—the one facet of the jobs that was most stimulating? Money? Good working conditions? Fringe benefits? No—not any of those. The one major factor that motivated people was the work itself. If the work was exciting and interesting, the worker looked forward to doing it and was motivated to do a good job.

The opinion of the majority was in his view not what mattered; rather, it was the opinion of the wise, those guided by reason, that counted. When put on trial by a jury of 500 of his fellow citizens for purportedly denying the gods of the city and replacing them with new ones, and in general corrupting the youth – the real motive may have been his associations with certain anti-democratic political figures of the day – he defended himself, Plato tells us, by claiming that he was divinely called to lead others to the improvement of their souls. Naturally, this democratic assembly had him executed. (Today they’d probably just denounce him as a “neo-con” or part of the “religious right” and haul him off for multicultural sensitivity training.)

Great Planning for Massive Execution and Great Execution For Massive Planning Can Generate Extraordinary Results.

Dreaming in necessary for a winner,but executing the dreams to reality is must to 'win'.

Having beautiful plans is easy. Execution is hard. Will you be focused enough?