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.

The issue of reimbursement by payers is an important factor that should be discussed. Is it possible that if radiologists use AI to read scans, they’ll receive less reimbursement? Or to approach this from the other angle, if payers are reimbursing for the use of AI, will they pay radiologists less as a result? My discussions with insurance executives have shown that they don’t think this is likely. If the use of these technologies will improve patient outcomes and lead to fewer errors, there are benefits to them that will motivate executives to pay for them in addition to radiologists’ reading fees.

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.

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

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

They own the window, You own the view

Whatever begun with planning, ends in a victory.

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

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

... 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

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

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

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.

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.

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

Change occurs when excuses pivot to execution.

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

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

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

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.

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.

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.

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

Execution is something, but timing is everything.

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

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.

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

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.

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.

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.

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?

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.

The challenge for the entrepreneur is to find your passion and make fear history.

Sometimes you live life, and sometimes life happens to you. But you always get to choose what you do about it.” Devon Brooks

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

What excites the media is that someone has a great idea or vision and makes millions as a result. The reality is that rarely happens. It is competency that unlocks a person’s potential." Tim Clark excerpt from DO! the pursuit of xceptional execution

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

If anyone from any thought of school, reads, writes or reviews the history with the selected motives or pledges, will not be ever neutral and fair, and will abuse and misuse the history leading in a wrong direction. Due to the bitter fact that the most historians and authors execute such conduct.

As nervous systems developed, they acquired an elaborate network of peripheral probes—the peripheral nerves that are distributed to every parcel of the body’s interior and to its entire surface, as well as to specialized sensory devices that enable seeing, hearing, touching, smelling, and tasting. Nervous systems also acquired an elaborate collection of aggregated central processors in the central nervous system, conventionally called the brain.10 The latter includes (1) the spinal cord; (2) the brain stem and the closely related hypothalamus; (3) the cerebellum; (4) a number of large nuclei located above brain-stem level—in the thalamus, basal ganglia, and basal forebrain; and (5) the cerebral cortex, the most modern and sophisticated component of the system. These central processors manage learning and memory storage of signals of every possible sort and also manage the integration of these signals; they coordinate the execution of complex responses to inner states and incoming stimuli—a critical operation that includes drives, motivations, and emotions proper; and they manage the process of image manipulation that we otherwise know as thinking, imagining, reasoning, and decision making. Last, they manage the conversion of images and of their sequences into symbols and eventually into languages—coded sounds and gestures whose combinations can signify any object, quality, or action, and whose linkage is governed by a set of rules called grammar. Equipped with language, organisms can generate continuous translations of nonverbal to verbal items and build dual-track narratives of such items.

The thing most people don't plan for in my industry is longevity. I try and remind them, this is the business of protection, and as such, we’ve got to think about it like it’s a business. Once you understand business norms and business principles, and then start applying those, that’s where you get that longevity from.

I just want us to be honest with ourselves, what’s our intent when we criticize, is it to make someone else better, or just to announce to the world that we are better, and use someone else’s error to help us shine a little brighter?

A difference, between a liar and a lawyer, one may define as: A liar demonstrates its lies before its motives, to gain that; conversely, a lawyer executes lies after an agreement that, it has agreed and received the cost of that. The first one becomes, under bitter criticism, and even abusing; whereas, the second one, deserves and justifies, for the crown of tribute and praise, as in all societies. However, if a question arises here, how to define and describe that when a liar becomes a lawyer, can one illustrate it, as evil in a judicial black coat?

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.

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The Interview The largest determining factor in whether you get a job is usually the interview itself. You’ve made impressions all along—with your telephone call and your cover letter and resume. Now it is imperative that you create a favorable impression when at last you get a chance to talk in person. This can be the ultimate test for a socially anxious person: After all, you are being evaluated on your performance in the interview situation. Activate your PMA, then build up your energy level. If you have followed this program, you now possess the self-help techniques you need to help you through the situation. You can prepare yourself for success. As with any interaction, good chemistry is important. The prospective employer will think hard about whether you will fit in—both from a production perspective and an interactive one. The employer may think: Will this employee help to increase the bottom line? Will he interact well as part of the team within the social system that already exists here? In fact, your chemistry with the interviewer may be more important than your background and experience. One twenty-three-year-old woman who held a fairly junior position in an advertising firm nonetheless found a good media position with one of the networks, not only because of her skills and potential, but because of her ability to gauge a situation and react quickly on her feet. What happened? The interviewer began listing the qualifications necessary for the position that was available: “Self-starter, motivated, creative . . .” “Oh,” she said, after the executive paused, “you’re just read my resume!” That kind of confidence and an ability to take risks not only amused the interviewer; it displayed some of the very skills the position required! The fact that interactive chemistry plays such a large role in getting a job has both positive and negative aspects. The positive side is that a lack of experience doesn’t necessarily mean you can’t get a particular job. Often, with the right basic education and life skills, you can make a strong enough impression based on who you are and how capable you seem that the employer may feel you are trainable for the job at hand. In my office, for example, we interviewed a number of experienced applicants for a secretarial position, only to choose a woman whose office skills were not as good as several others’, but who had the right chemistry, and who we felt would fit best into the existing system in the office. It’s often easier to teach or perfect the required skills than it is to try to force an interactive chemistry that just isn’t there. The downside of interactive chemistry is that even if you do have the required skills, you may be turned down if you don’t “click” with the interviewer.

As long as companies continue to attack their execution problems primarily or solely with structural or motivational initiatives, they will continue to fail. As we’ve seen, they may enjoy short-term results, but they will inevitably slip back into old habits because they won’t have addressed the root causes of failure.

The four building blocks that managers can use to improve strategy execution—decision rights, information, structure, and motivators—are inextricably linked.

Every one strengthens one or more of the building blocks executives can use to improve their strategy-execution capability: clarifying decision rights, improving information, establishing the right motivators, and restructuring the organization. The

Accreditation for life coach training organizations can be extremely beneficial.Pharos Institute Executive coaching is a specialist coaching service that is used to motivate participants with the essential coaching knowledge and skills required to become an executive coach.

There is a very old saying that says, "Strike the iron when its hot". So start working on the idea when its young. The more you delay the execution of your idea, more will be your drop in enthusiasm and lesser will be your chances for its success.

If you have an idea, execute it today itself, Else you may wake up tomorrow and find that someone else has already executed the idea, After all you not alone who is thinking.

Initially, inspiration can come from anywhere but to sustain inspiration one must take actions immediately before it fades away.

Sedition was therefore explicitly intended as an instrument to terrorize Indian nationalists: Mahatma Gandhi was amongst its prominent victims. Seeing it applied in democratic India shocked many Indians. The arrest in February 2016 of students at New Delhi’s Jawaharlal Nehru University (JNU) on charges of sedition, for raising ‘anti-Indian’ slogans in the course of protests against the execution of the accomplice of a convicted terrorist, and the filing of an FIR against Amnesty International in August 2016 on the same charges, would not have been possible without the loose, colonially-motivated wording of the law.

Overwhelming praise with insight executes one's vision and knowledge; otherwise, it pictures only the motives of diplomacy, not the reality.

During the Second coming of Jesus Christ, angels will be with Christ, Executing Christ's Judgment and Separating the Righteous From the wicked.

Act Decisively. Make good and timely decisions, and ensure that they are executed. Communicate Persuasively. Communicate in ways that people will not forget; simplicity and clarity of expression help. Motivate the Workforce. Appreciate the distinctive intentions that people bring, and then build on those diverse motives to draw the best from each. Embrace the Front Lines. Delegate authority except for strategic decisions, and stay close to those most directly engaged with the work of the enterprise.

Perhaps most stunning thing about the VW emissions debacle is that it's by no means a singular event. The same script – unreachable target goals, a command-and-control hierarchy that motivates by fear, and people afraid to lose their jobs if they fail – has been repeated again and again. In part that's because it's a script that was useful in the past, when goals were reachable, progress directly observable, and tasks largely individually executed. Under those conditions, people could be compelled to reach them simply by fear and intimidation. The problem is that, in today's volatile, uncertain, complex, and ambiguous (VUCA) world, this is no longer a script that's good for business. Rather than success, it's a playbook that invites avoidable, and often painfully public, failure.

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.

Executives receive compensation. They’re assumed to have no intrinsic motivation to serve society; instead, they demand to be compensated for doing so. You get compensation for an injury, for something unpleasant. Leaders receive reward. Reward is earned for something intrinsically desirable, like finding a missing person.

You Are a Rounding Error” “[I had] an executive at Yahoo! who brought me and Steve in [for a potential acquisition discussion]—this was early in Reddit—and told us we were a rounding error because our traffic was so small. . . . I put, ‘You are a rounding error,’ on our wall in the Reddit office after that meeting as a wall of negative reinforcement for me. That ended up being kind of valuable for me and helpful, and I still am grateful to this day that he was such a dick, because it was so motivating. But I don’t want to be that guy.” (See Amanda Palmer’s quote, “Take the pain and wear it like a shirt” on page 521.)

Dream like Joseph, then wait for God to execute it. A man with God-given dreams.

working identity involves revisiting the basic assumptions we use to evaluate possibilities. To illustrate what basic assumptions are, it is useful to think of our career choices as a pyramid with three levels (see figure 4-1).4 At the top of the pyramid lies what is most visible, to us and to the outside world: what job we hold in what setting. Dan, for example, was an executive in a high-tech company. One level below are the values and motivating factors that hold constant from job to job and company to company. These are what MIT career specialist Edgar Schein calls our “career anchors,” the competencies, preferences, and work-related values that we would be unwilling to give up if forced to make a choice.5 Dan’s experience has led him to value himself professionally as someone who excels at turnarounds—at making troubled companies healthy. He could perform this role on a smaller or larger scale (for example, big company or small start-up), in an advisory or a hands-on role, and as a manager or an owner, but the constant is that managerial challenge is what excites him. Dan’s turmoil over the offer of a “perfect job” that would have again robbed him of his family time, however, belies a conflict between his professional and personal values that is rooted at a deeper level. In his search, therefore, he has to plumb deeper: He must explore the final, bottom level of the pyramid to understand the basic assumptions—our mental maps about how the world works—that truly drive his behavior.

One key point in this book is that we need to normalize the try, fail, try again cycle of learning while also normalizing that effort is a necessary part of learning.