Intern Motivational Quotes

Your comfort zone is a place where you keep yourself in a self-illusion and nothing can grow there but your potentiality can grow only when you can think and grow out of that zone.

Difference between motivation and inspiration - Motivation is external and short lived. Inspiration is internal and lifelong

Inspiration is external and motivation is internal. It is up to me to provide the switch and you to flip it on!

Passion is not a reaction to an external event. It is the left over emotions from the internal battles you have won that propels you forward.

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

To commit to the present moment is to accept our inability to control the future and accept that many of our fears and reactions are just what they are, thoughts and emotions that are irrationally internalized. We will never be completely void of the temptations to look into the future when we are in the present; however, one must come to the understanding that by looking too far off into the future, we taint the future by creating an artificial expectation of what the future should hold, and are emotionally drained when it holds something else. Focus on the present, and you will come to have more control over the future naturally.

There are only two ways to influence human behavior: you can manipulate it or you can inspire it. Very few people or companies can clearly articulate WHY they do WHAT they do. By WHY I mean your purpose, cause or belief - WHY does your company exist? WHY do you get out of bed every morning? And WHY should anyone care? People don’t buy WHAT you do, they buy WHY you do it. We are drawn to leaders and organizations that are good at communicating what they believe. Their ability to make us feel like we belong, to make us feel special, safe and not alone is part of what gives them the ability to inspire us. For values or guiding principles to be truly effective they have to be verbs. It’s not “integrity,” it’s “always do the right thing.” It’s not “innovation,” it’s “look at the problem from a different angle.” Articulating our values as verbs gives us a clear idea - we have a clear idea of how to act in any situation. Happy employees ensure happy customers. And happy customers ensure happy shareholders—in that order. Leading is not the same as being the leader. Being the leader means you hold the highest rank, either by earning it, good fortune or navigating internal politics. Leading, however, means that others willingly follow you—not because they have to, not because they are paid to, but because they want to. You don’t hire for skills, you hire for attitude. You can always teach skills. Great companies don’t hire skilled people and motivate them, they hire already motivated people and inspire them. People are either motivated or they are not. Unless you give motivated people something to believe in, something bigger than their job to work toward, they will motivate themselves to find a new job and you’ll be stuck with whoever’s left. Trust is maintained when values and beliefs are actively managed. If companies do not actively work to keep clarity, discipline and consistency in balance, then trust starts to break down. All organizations start with WHY, but only the great ones keep their WHY clear year after year.

Individuals often turn to poetry, not only to glean strength and perspective from the words of others, but to give birth to their own poetic voices and to hold history accountable for the catastrophes rearranging their lives.

You are the hybrids of golden worlds and ages splendidly conceived.

Your VISION and your self-willingness is the MOST powerful elements to conquer your goal

You are your own best friend. Listen to yourself more often than someone else.

For most of us, creative motivation requires a crisis—either externally, like a threat to our physical survival, or an internal crisis of intense suffering.

War is not just the shower of bullets and bombs from both sides, it is also the shower of blood and bones on both sides.

I am a believer of butterfly effect. A small positive vibration can change the entire cosmos.

If you compromise your core values, you go nowhere.

Your values create your internal compass that can navigate how you make decisions in your life. If you compromise your core values, you go nowhere.

And I know when you’re a teenager everybody feels different and alien to the other people around them but there seems to be an added dimension when you’re queer. It’s because for that period of time you’re more isolated than anybody else and you truly think you are the only one of your kind. So you create fantastic barriers and defence strategies for yourself to survive. And when you get older and realise that you can take them down it’s an internal and eternal struggle to do so. Fear is the best anti-motivator in the world.

The Nation, which indulges towards another an habitual hatred, or an habitual fondness, is in some degree a slave. It is a slave to its animosity or to its affection, either of which is sufficient to lead it astray from its duty and its interest. ... The Nation, prompted by ill-will and resentment, sometimes impels to war the Government, contrary to the best calculations of policy. The Government sometimes participates in the national propensity, and adopts through passion what reason would reject; at other times, it makes the animosity of the nation subservient to projects of hostility instigated by pride, ambition, and other sinister and pernicious motives. The peace often, sometimes perhaps the liberty, of Nations has been the victim.

The best way I have ever found to fill that hole is not to seek external motivations to fill the emptiness, but to ignite the internal fire that will never go out. To light up my own inner sky.

Autumn is a momentum of the natures golden beauty…, so the same it’s time to find your momentum of life

How you think and create your inner world that you gonna become in your outer world. Your inner believe manifest you in the outside

The moment of change is usually not dazzling. It is a quiet, internal choice. No one can see it, but your life will never be the same again.

Sunshine, external, is universal; internal, the eternal. Choose; shine.

Your traditional EDUCATION is not going to CHANGE your life but the life you are experiencing that can change you. Choose a POSITIVE life STYLE with positive ATTITUDE which could bring you a life with HAPPINESS and WISDOM

One of the dictums that defines our culture is that we can be anything we want to be – to win the neoliberal game we just have to dream, to put our minds to it, to want it badly enough. This message leaks out to us from seemingly everywhere in our environment: at the cinema, in heart-warming and inspiring stories we read in the news and social media, in advertising, in self-help books, in the classroom, on television. We internalize it, incorporating it into our sense of self. But it’s not true. It is, in fact, the dark lie at the heart of the age of perfectionism. It’s the cause, I believe, of an incalculable quotient of misery. Here’s the truth that no million-selling self-help book, famous motivational speaker, happiness guru or blockbusting Hollywood screenwriter seems to want you to know. You’re limited. Imperfect. And there’s nothing you can do about it.

The best morning rituals are activities that don’t have to happen and certainly don’t have to happen at a specific hour. These are activities that require internal motivation.

Your every positive action in your life will increase your self-esteem and this self-esteem will boost you for more positive action to take you on success

Some teach you what can't be taught, by turning their back on you & helping you get internally closer to everything you externally sought.

If you are not EXCITED enough at your present life its mean your future is not EXITING. Excitement will give you ENTHUSIASM and enthusiasm will give you a positive energetic LIFE STYLE which could give you a successful exiting life…

We are diamonds in the rough Through the thrust and toil, we come out strong We are the breath of the earth, Our wombs tell of humanity's birth We are seeds splattered on putrid soils Still we sprout, through every storm We are not here to survive, We are here to live... Inward and outward In the incandescence of our existence Yes, our voices may sometimes be broken But our spirit remains indestructible. We are women, unapologetically!

All great people of history, all the heroes and leaders and innovators who lit humanity’s way out of darkness and ignorance, forged within themselves the courage to overcome their internal conflicts when it mattered most. In many ways, they are just like us: They worried. They procrastinated. They sometimes had lower opinions of their fellow human beings. But what made them celebrated, what pushed society forward, what gave birth to their legend, was their sheer will to overcome such impulses and to faithfully, actively, and lovingly fight for a better life for themselves and others. Let us learn from them, let us master ourselves, and let us now add our own chapter of courage to the good book of humanity.

Your passion is your internal compass that will guide you from where you are towards where you want to go.

Confidence is that internal alignment between what you know, what you believe and what you portray.

Her internalization of Catholicism and its institutional disappointments suited a dental office perfectly, where guilt was often our last resort for motivating the masses.

CONFIDENCE is not showing off your VANITY, it’s about to be HUMBLED and KIND to others what are you truly SKILLED and PROFESSIONAL about…

Give yourself a great self-respect to know who you are then your confidence will shine on you

Friction is necessary. Ease of life leads to complacency and the atrophy of the human will and spirit. Within our struggles lives our strength, within our trials lives our triumphs. Friction creates a platform for change, generates heat and or fervor and creates a motivational charge that gives us an opportunity to be better. A gem cannot be polished without friction and so neither a person without hardships. Friction within and friction without sharpens our senses and revives our internal resolutions. Friction is uncomfortable, hardships are distressing but both are necessary. We cannot light a match without friction nor can we hone steal. Uncomfortable as it may be, our adversity ultimately lights a fire and sharpens our very will to flourish. Today, let us not be discouraged, let us not be bitter in our suffering rather let us be encouraged as we look to our trials as a medium that will eventually make us better.

I never realized how literally we battle demons. Often alone. It is a relentless skirmish with vicious wraith-monsters devouring us from within. We Fight. And resist for a time. Ultimately, desperation forces a cry for help. But where oh where are the valiant knights? When did they die off?

External Situations Are Sometimes Beyond Our Control, But The Choice Of Thankfulness In Our Internal World Is Entirely Ours”.

Let someone else be the most powerful country, make ours the most peaceful country.

She has a quiet voice and a loud mind. Her eyes reflect an internal shine, her heart’s divine

REJECTION is kind of your negative ILLUSION which has no value but it’s give you a CLUE to go for next level of your ACTION.

A common strand appeared to unite these conflicts, and that was the advancement of a small coterie’s concept of American interests in the guise of the fight against terrorism, which was defined to refer only to the organized and politically motivated killing of civilians by killers not wearing the uniforms of soldiers. I recognized that if this was to be the single most important priority of our species, then the lives of those of us who lived in lands in which such killers also lived had no meaning except as collateral damage. This, I reasoned, was why America felt justified in bringing so many deaths to Afghanistan and Iraq, and why America felt justified in risking so many more deaths by tacitly using India to pressure Pakistan.

But when our internal reference point is our spirit, our actions are motivated by love, and there is no waste of energy. Our energy multiplies, and the surplus energy we gather can be channeled to create anything we want, including unlimited wealth. When we harness the power of harmony and love, we use our energy creatively for the experience of affluence and evolution.

when you become addict in to MATERIAL things in life then the TRUE natural life start to run away from you, YES! it's can give you certain pleasure in the society but in the same time it will sabotage your true HAPPINESS of life which we could have simply with GRATITUDE and FORGIVENESS

The most successful people, the evidence shows, often aren’t directly pursuing conventional notions of success. They’re working hard and persisting through difficulties because of their internal desire to control their lives, learn about their world, and accomplish something that endures.

By picking their own punishments, children become more internally driven to avoid them. By choosing their own rewards, children become more intrinsically motivated to achieve them. Let your kids take a greater role in raising themselves.

David encouraged himself in the Lord" Prevailers encourage themselves - they find motivation within themselves. Encouragement is not an external thing, but internal grace. Prevailers don't leave the responsibility of recovering from a setback to others. They have a strong relationship with God and in times of affliction, He is the closest source of strength to them

It takes courage to dream, to face our futures and the limiting forces within us. It takes courage to be determined that, as we slow down physically, we are going to grow even more psychologically and spiritually. Courage, the philosopher Aristotle taught us, is the most important of all the virtues, because without it we can’t practice any of the others. Courage is the nearest star that can guide our growth. Maya Angelou said we must be courageous about facing and exploring our personal histories. We must find the courage to care and to create internally, as well as externally, and as she said, we need the courage “to create ourselves daily as Christians, as Jews, as Muslims, as thinking, caring, laughing, loving human beings.

When the internal critic puts you down using such comparisons, here's how it operates: First, it selects a single, arbitrary domain of comparison ( fame, maybe, or power). Then it acts as if that domain is the only one that is relevant. Then it contrasts you unfavorably with someone truly stellar, within that domain. It can take that final step even further, using the unbridgeable gap between you and its target of comparison as evidence for the fundamental injustice of life. That way your motivation to do anything at all can be most effectively undermined.

Just as there’s usually a space or interval between people passing on the street, even if it sometimes seems very small, a space also exists between thoughts. In your meditation, see if you can perceive this gap between thoughts. What is it, and does it belong to the realm of time? If it does not, then it’s unborn and undying, beyond all conditioning, which is a psychological carry-over from the past to the present. Whatever thoughts or internal conflicts come up—do nothing. Do not try to force them to cease or change. And don’t “do nothing” to still the mind, quiet fears, or resolve conflicts—all of this is doing something. It only leads to more struggling and prevents you from seeing the actual nature of thought and internal conflict. Genuine attention has no motive. This observation or listening doesn’t involve effort. Effort merely distracts you from what’s taking place in the instant. A kind of concentration exists that’s not forced. We’ve all experienced listening or paying attention to something we truly enjoyed. At that moment, was effort required for concentration to take place?

It is obvious that in his day-dreams he is a warrior, not a professor; all of the men he admires were military. His opinion of women, like every man's, is an objectification of his own emotion towards them, which is obviously one of fear. "Forget not thy whip"-- but nine women out of ten would get the whip away from him, and he knew it, so he kept away from women, and soothed his wounded vanity with unkind remarks. [...] [H]e is so full of fear and hatred that spontaneous love of mankind seems to him impossible. He has never conceived of the man who, with all the fearlessness and stubborn pride of the superman, nevertheless does not inflict pain because he has no wish to do so. Does any one suppose that Lincoln acted as he did from fear of hell? Yet to Nietzsche, Lincoln is abject, Napoleon magnificent. [...] I dislike Nietzsche because he likes the contemplation of pain, because he erects conceit into duty, because the men whom he most admires are conquerors, whose glory is cleverness in causing men to die. But I think the ultimate argument against his philosophy, as against any unpleasant but internally self-conscious ethic, lies not in an appeal to facts, but in an appeal to the emotions. Nietzsche despises universal love; I feel it the motive power to all that I desire as regards the world. His followers have had their innings, but we may hope that it is coming rapidly to an end.

Ultimately, intelligence work isn’t about satellites, budgets, oversight committees, or high-tech gadgetry. It’s about the motivation and skills of your people.

Speaking less and doing more says more.

Appealing to a sense of church loyalty and obligation, and attempting to motivate people by guilt or a warning of eternal damnation simply will not work.

You have to be smart . The Easy day are over.

Generally speaking, meaningful positive feedback is one of the crucial factors in maintaining motivation. It can be internal feedback, such as the satisfaction of seeing yourself improve at something, or external feedback provided by others, but it makes a huge difference in whether a person will be able to maintain the consistent effort necessary to improve through purposeful practice.

Resilience, by its nature, energizes and motivates you and the people around you. Having this internal balance improves your ability to think more clearly, problem solve and make better decisions.

The culturalization of politics analytically vanquishes political economy, states, history, and international and transnational relations. It eliminates colonialism, capital, caste or class stratification, and external political domination from accounts of political conflict or instability. In their stead, “culture” is summoned to explain the motives and aspirations leading to certain conflicts

Sometimes it seems as if our society has become dependent on the maintenance of these artificial worries. What would happen if we stopped worrying? If the urge to be entertained so much, to travel so much, to buy so much, and to arm ourselves so much no longer motivated our behavior, could our society as it is today still function? The tragedy is that we are indeed caught in a web of false expectations and contrived needs. Our occupations and preoccupations fill our external and internal lives to the brim. They prevent the Spirit of God from breathing freely in us and thus renewing our lives.

In fact, I think that our society expects schools to get students to the point where they do things only for outside rewards. People who perform tasks for their internal reasons are hard to control. Now, I don't think teachers get up in the morning and say to themselves, 'I', going to go to school today and take away all those young people's internal motivations' ...but that's exactly what often happens.

We have only minimal control over the rewards for our work and effort - other people’s validation, recognition, rewards. It’s far better when doing the work itself is sufficient. When fulfilling our own internal standards is what fills us with pride and self-respect. The less attached we are to the outcomes, the better. Our ego wants recognition & compensation. We have expectations. Let the effort, not the results be enough. Maybe your parents/kids/partner/etc won’t be impressed. We can’t let THAT be what motivates us. We can change the definition of success to: ‘peace of mind, which is a direct result of self-satisfaction in knowing you made the effort to do your best to become the best that you are capable of becoming.’ With this definition we decide not to let externals determine if something is worth doing. It’s on us.

The unity of government which constitutes you one people is also now dear to you. It is justly so, for it is a main pillar in the edifice of your real independence, the support of your tranquility at home, your peace abroad; of your safety; of your prosperity; of that very liberty which you so highly prize. But as it is easy to foresee that, from different causes and from different quarters, much pains will be taken, many artifices employed to weaken in your minds the conviction of this truth; as this is the point in your political fortress against which the batteries of internal and external enemies will be most constantly and actively (though often covertly and insidiously) directed, it is of infinite moment that you should properly estimate the immense value of your national union to your collective and individual happiness; that you should cherish a cordial, habitual, and immovable attachment to it; accustoming yourselves to think and speak of it as of the palladium of your political safety and prosperity; watching for its preservation with jealous anxiety; discountenancing whatever may suggest even a suspicion that it can in any event be abandoned; and indignantly frowning upon the first dawning of every attempt to alienate any portion of our country from the rest, or to enfeeble the sacred ties which now link together the various parts. For this you have every inducement of sympathy and interest. Citizens, by birth or choice, of a common country, that country has a right to concentrate your affections. The name of American, which belongs to you in your national capacity, must always exalt the just pride of patriotism more than any appellation derived from local discriminations. With slight shades of difference, you have the same religion, manners, habits, and political principles. You have in a common cause fought and triumphed together; the independence and liberty you possess are the work of joint counsels, and joint efforts of common dangers, sufferings, and successes. But these considerations, however powerfully they address themselves to your sensibility, are greatly outweighed by those which apply more immediately to your interest. Here every portion of our country finds the most commanding motives for carefully guarding and preserving the union of the whole.

Most of the crimes which disturb the internal peace of society are produced by the restraints which the necessary, but unequal, laws of property have imposed on the appetites of mankind, by confining to a few the possession of those objects that are coveted by many. Of all our passions and appetites, the love of power is of the most imperious and unsociable nature, since the pride of one man requires the submission of the multitude. In the tumult of civil discord, the laws of society lose their force, and their place is seldom supplied by those of humanity. The ardor of contention, the pride of victory, the despair of success, the memory of past injuries, and the fear of future dangers, all contribute to inflame the mind, and to silence the voice of pity. From such motives almost every page of history has been stained with civil blood....

Outside of your relationship with God, the most important relationship you can have is with yourself. I don’t mean that we are to spend all our time focused on me, me, me to the exclusion of others. Instead, I mean that we must be healthy internally—emotionally and spiritually—in order to create healthy relationships with others. Motivational pep talks and techniques for achieving success are useless if a person is weighed down by guilt, shame, depression, rejection, bitterness, or crushed self-esteem. Countless marriages land on the rocks of divorce because unhealthy people marry thinking that marriage, or their spouse, will make them whole. Wrong. If you’re not a healthy single person you won’t be a healthy married person. Part of God’s purpose for every human life is wholeness and health. I love the words of Jesus in John 10:10: “I came that they may have life, and have it abundantly.” God knows we are the walking wounded in this world and He wants the opportunity to remove everything that limits us and heal every wound from which we suffer. Some wonder why God doesn’t just “fix” us automatically so we can get on with life. It’s because He wants our wounds to be our tutors to lead us to Him. Pain is a wonderful motivator and teacher! When the great Russian intellectual Aleksandr Solzhenitsyn was released from the horrible Siberian work camp to which he was sent by Joseph Stalin, he said, “Thank you, prison!” It was the pain and suffering he endured that caused his eyes to be opened to the reality of the God of his childhood, to embrace his God anew in a personal way. When we are able to say thank you to the pain we have endured, we know we are ready to fulfill our purpose in life. When we resist the pain life brings us, all of our energy goes into resistance and we have none left for the pursuit of our purpose. It is the better part of wisdom to let pain do its work and shape us as it will. We will be wiser, deeper, and more productive in the long run. There is a great promise in the New Testament that says God comes to us to comfort us so we can turn around and comfort those who are hurting with the comfort we have received from Him (see 2 Corinthians 1:3–4). Make yourself available to God and to those who suffer. A large part of our own healing comes when we reach out with compassion to others.

Battles of the hardest kind Are never fought by hand. They rage and fume inside the mind, And slay the inner man. Weapons that destroy a foe Elicit fear and pain. More violent is internal war That ravages the brain.

How could a large land empire thrive and dominate in the modern world without reliable access to world markets and without much recourse to naval power? Stalin and Hitler had arrived at the same basic answer to this fundamental question. The state must be large in territory and self-sufficient in economics, with a balance between industry and agriculture that supported a hardily conformist and ideologically motivated citizenry capable of fulfilling historical prophecies - either Stalinist internal industrialization or Nazi colonial agrarianism. Both Hitler and Stalin aimed at imperial autarky, within a large land empire well supplies in food, raw materials, and mineral resources. Both understood the flash appeal of modern materials: Stalin had named himself after steel, and Hitler paid special attention to is production. Yet both Stalin and Hitler understood agriculture as a key element in the completion of their revolutions. Both believed that their systems would prove their superiority to decadent capitalism, and guarantee independence from the rest of the world, by the production of food. p. 158

I am a child of God, and He loves me. I know it. I feel it in a surge of internal warmth that is almost too great to contain. Peace settles over my entire being, and my sins, though serious, appear surmountable for the first time in ages.

De unde derivă adâncimea iubirii, dacă nu din negaţia cunoaşterii? Ceea ce în cunoaştere e plat, iubire devine absolut. Orice cunoaştere obiectivă e plată; e o punere în relaţii prin care obiectele îşi pierd valoarea. Cunoaştem un lucru pentru a-l face ca pe celelalte; cu cât cunoaştem mai mult, cu atât realitatea devine mai comună, mai vulgară şi mai plată, deoarece cunoaşterea nu salvează niciodată nimic, ci distruge progresiv în fiinţă. Există, în orice cunoaştere obiectivă, care consideră lucrurile din afară, le încadrează în legi şi le pune în relaţii, care înţelege totul şi încearcă să explice totul, o tendinţă distructivă, iar când pornirea spre cunoaştere devine pasiune, ea nu este decât o formă de autodistrugere. Iubim în măsura în care negăm cunoaşterea, în măsura în care ne putem abandona absolut unei valori, făcând-o şi pe aceasta absolută. Şi dacă nu ne-am iubi decât dorinţa noastră de iubire sau iubirea noastră, în acest avânt nu este mai puţină negaţie a cunoaşterii. Cunoaştem cu adevărat numai în momentele când nu vibrăm intern, când nu ardem, când nu ne putem ridica la un înalt nivel psihic. Diferenţa aceasta de nivel psihic între cunoaştere şi iubire ne indică suficient pentru ce ele nu pot vieţui niciodată împreună. Când iubeşti o fiinţă, momentele de reală cunoaştere sunt extrem de rare; apariţia lor se datoreşte unui minus de iubire. Când ajungi uneori să-ţi dai seama din afară, cu o perspectivă obiectivă, că femeia care-ţi şerpuieşte ca o obsesie întreaga ta fiinţă, care a crescut organic în tine, seamănă cu oricare alta ca adâncime sufletească, sau când înţelegi că zâmbetul ei nu e unic, ci perfect reversibil, când o poţi încadra în rândul celorlalte şi găseşti explicaţii generale pentru reacţiile ei individuale, atunci cunoaşterea a suplinit dureros elanurile iubirii. Iubirea este o fugă de adevăr. Şi iubim cu adevărat numai când nu vrem adevărul. Iubirea împotriva adevărului, iată o luptă pentru viaţă, pentru propriile extazuri şi pentru propriile greşeli. Pe fiinţa ce o iubim o cunoaştem cu adevărat numai după ce n-o mai iubim, când am devenit lucizi, clari, seci şi goi. Şi în iubire nu putem cunoaşte, fiindcă persoana ce o iubim actualizează, numai, un potenţial lăuntric de iubire. Realitatea primordială şi efectivă este iubirea din noi. Pentru aceasta iubim. Iubesc iubirea din mine, iubesc iubirea mea. Femeia este pretextul indispensabil care-mi aduce într-un ritm intens pulsaţiile timide ale iubirii. Nu poate exista o iubire pur subiectivă. Dar, între abandonarea în experienţa voluptuoasă a iubirii ca stare pură şi abandonarea în culmile unei alte fiinţe, întâia este cea primordială. Iubim o femeie fiindcă ne este scumpă iubirea noastră. Singurătatea sexelor şi lupta sălbatică între bărbat şi femeie îşi au izvorul in această interioritate a iubirii. Căci în iubire ne gustăm, ne savurăm pe noi înşine, ne încântăm de voluptăţile tremurului nostru erotic. Din acest motiv, iubirea este cu atât mai intensă şi mai profundă, cu cât distanţa de persoana iubită este mai mare. Prezenţa ei fizică face din sentimentul nostru ceva prea orientat, cu o direcţie prea determinată, încât ceea ce este în noi cu adevărat trăire erotică pură, elan subiectiv, ne pare a veni din afară, desprinzându-se din prezenţa fizică a persoanei iubite. Numai iubirea de departe, iubirea care creşte alimentată de fatalitatea spaţiului, numai aceasta se prezintă ca stare pură. Atunci ai priză directă pe adânca ei interioritate, atunci trăieşti iubirea ca iubire, adâncindu-te în zvâcnirile unui sentiment, în farmecul lui voluptuos, care face suferinţele fluide, le topeşte ca într-o iluzie.

efficiently means providing slots in our schedules where we can maintain an attentional set for an extended period. This allows us to get more done and finish up with more energy. Related to the manager/worker distinction is that the prefrontal cortex contains circuits responsible for telling us whether we’re controlling something or someone else is. When we set up a system, this part of the brain marks it as self-generated. When we step into someone else’s system, the brain marks it that way. This may help explain why it’s easier to stick with an exercise program or diet that someone else sets up: We typically trust them as “experts” more than we trust ourselves. “My trainer told me to do three sets of ten reps at forty pounds—he’s a trainer, he must know what he’s talking about. I can’t design my own workout—what do I know?” It takes Herculean amounts of discipline to overcome the brain’s bias against self-generated motivational systems. Why? Because as with the fundamental attribution error we saw in Chapter 4, we don’t have access to others’ minds, only our own. We are painfully aware of all the fretting and indecision, all the nuances of our internal decision-making process that led us to reach a particular conclusion. (I really need to get serious about exercise.) We don’t have access to that (largely internal) process in others, so we tend to take their certainty as more compelling, in many cases, than our own. (Here’s your program. Do it every day.)

The same ingenious application of slogans, coined by others and tried out before, was apparent in the Nazis' treatment of other relevant issues. When public attention was equally focused on nationalism on the one hand and socialism on the other, when the two were thought to be incompatible and actually constituted the ideological watershed between the Right and the Left, the "National Socialist German Workers' Party" (Nazi) offered a synthesis supposed to lead to national unity, a semantic solution whose double trademark of "German" and "Worker" connected the nationalism of the Right with the internationalism of the Left. The very name of the Nazi movement stole the political contents of all other parties and pretended implicitly to incorporate them all. Combinations of supposedly antagonistic political doctrines (national-socialist, christian-social, etc.) had been tried, and successfully, before; but the Nazis realized their own combination in such a way that the whole struggle in Parliament between the socialists and the nationalists, between those who pretended to be workers first of all and those who were Germans first, appeared as a sham designed to hide ulterior sinister motives—for was not a member of the Nazi movement all these things at once?

Primo, si deve ricordare che il vostro sogno può essere realizzato con o senza che qualcuno di aiuto. Secondo, il miglior aiuto proviene dal vostro cuore e dalla vostra mente. (First, you must remember that your dreams can be realized with or without others' help. Second, the best help comes from your heart and mind.)

The behaviour of the individual capitalist does not depend on 'the good or ill will of the individual' because 'free competition brings out the inherent laws of capitalist production, in the shape of external coercive laws having power over every individual capitalist' (Capital, vol. 1, p. 270). In so far as individuals adopt the role of capitalist, they are forced to internalize the profit-seeking motive as part of their subjective being. Avarice and greed, and the predilections of the miser, find scope for expression in such a context, but capitalism is not founded on such character traits — competition imposes them willy-nilly on the unfortunate participants.

Ambiverts typically . . . • Can process information both internally and externally. They need time to contemplate on their own, but consider the opinions and wisdom from people whom they trust when making a decision. • Love to engage and interact enthusiastically with others, however, they also enjoy calm and profound communication. • Seek to balance between their personal time and social time, they value each greatly. • Are able to move from one situation to the next with confidence, flexibility, and anticipation. “Not everyone is going to like us or understand us. And that is okay. It may have nothing to do with us personally; but rather more about who they are and how they relate to the world.

Parent and Teacher Actions: 1. Ask children what their role models would do. Children feel free to take initiative when they look at problems through the eyes of originals. Ask children what they would like to improve in their family or school. Then have them identify a real person or fictional character they admire for being unusually creative and inventive. What would that person do in this situation? 2. Link good behaviors to moral character. Many parents and teachers praise helpful actions, but children are more generous when they’re commended for being helpful people—it becomes part of their identity. If you see a child do something good, try saying, “You’re a good person because you ___.” Children are also more ethical when they’re asked to be moral people—they want to earn the identity. If you want a child to share a toy, instead of asking, “Will you share?” ask, “Will you be a sharer?” 3. Explain how bad behaviors have consequences for others. When children misbehave, help them see how their actions hurt other people. “How do you think this made her feel?” As they consider the negative impact on others, children begin to feel empathy and guilt, which strengthens their motivation to right the wrong—and to avoid the action in the future. 4. Emphasize values over rules. Rules set limits that teach children to adopt a fixed view of the world. Values encourage children to internalize principles for themselves. When you talk about standards, like the parents of the Holocaust rescuers, describe why certain ideals matter to you and ask children why they’re important. 5. Create novel niches for children to pursue. Just as laterborns sought out more original niches when conventional ones were closed to them, there are ways to help children carve out niches. One of my favorite techniques is the Jigsaw Classroom: bring students together for a group project, and assign each of them a unique part. For example, when writing a book report on Eleanor Roosevelt’s life, one student worked on her childhood, another on her teenage years, and a third on her role in the women’s movement. Research shows that this reduces prejudice—children learn to value each other’s distinctive strengths. It can also give them the space to consider original ideas instead of falling victim to groupthink. To further enhance the opportunity for novel thinking, ask children to consider a different frame of reference. How would Roosevelt’s childhood have been different if she grew up in China? What battles would she have chosen to fight there?

The aid program that I am suggesting must not be used by the wealthy nations as a surreptitious means to control the poor nations. Such an approach would lead to a new form of paternalism and a neocolonialism which no self-respecting nation could accept. Ultimately, foreign aid programs must be motivated by a compassionate and committed effort to wipe poverty, ignorance and disease from the face of the earth. Money devoid of genuine empathy is like salt devoid of savor, good for nothing except to be trodden under foot of men. The West must enter into the program with humility and penitence and a sober realization that everything will not always “go our way.” It cannot be forgotten that the Western powers were but yesterday the colonial masters. The house of the West is far from in order, and its hands are far from clean.

Constantly REINVENT yourselves... U do not know what is inside U unless U touch, stimulate, and activate those deep hidden vistas in U, ones that REDEFINE U as a new man with potent possibilities. U should dare to visit those internal zones that change both your internal and external paradigms every now and then. U can break out of genetic definitions and the writings of fate. Stagnant predictable pools risk becoming stale. Sivaram Hariharan aka Dr Syd K.

In 1972, the psychologist Irving Janis defined groupthink as, “a mode of thinking that people engage in when they are deeply involved in a cohesive in-group, when the members’ strivings for unanimity override their motivation to realistically appraise alternative courses of action.” Groupthink most commonly affects homogenous, close-knit communities that are overly insulated from internal and external criticism, and that perceive themselves as different from or under attack by outsiders. Its symptoms include censorship of dissent, rejection or rationalization of criticisms, the conviction of moral superiority, and the demonization of those who hold opposing beliefs. It typically leads to the incomplete or inaccurate assessment of information, the failure to seriously consider other possible options, a tendency to make rash decisions, and the refusal to reevaluate or alter those decisions once they’ve been made.

Who is the learner and what is his or her relationship to knowledge and learning? Is he or she basically good or evil (or both)? Passive or active in learning? Capable of choice, or has life already been determined somehow? Motivated internally or externally? An unmarked slate or having unrealized potential? These questions are answered every day in every classroom, daycare center, or basketball court—answered by the way children are viewed and treated by adults.

Top 10 Reasons to Establish Written Goals for Your Life       10. Written goals strengthen your character by promoting a long-term perspective.       9. Written goals allow you to lead your life as opposed to simply managing it.       8. Written goals provide internal, permanent, and consistent motivation.       7. Written goals help you stay focused—to concentrate on what’s most important.       6. Written goals enhance your decision-making ability.       5. Written goals simultaneously require and build self-confidence.       4. Written goals help you create the future in advance.       3. Written goals help you to control changes—to adjust your sails, to work with the wind rather than against it.       2. Written goals heighten your awareness of opportunities that are consistent with your goals.       1. And finally, the most important benefit of setting effective goals is the person you become as a result of the pursuit!

Attention is malleable. We can intensify it, shift it either voluntarily or involuntarily. We can soften it, diffuse it. We can deploy global attention toward tangible external objects, or to their intangible attributes. We can direct attention internally to retrieve items that we have stored in memory. We can sustain attention by infusing a component of motivation, either from the top-down (by intention) or by much more subtler means related to our habitual ongoing attitudes.

We judge ourselves by our internal motives and everyone else by their external actions. And thus, in considering our own misdeeds, we have more access to mitigating situational information. This is straight out of Us Them. When Thems do something wrong, it's because they're simply rotten. When Us-es do it, it's because of an extenuating circumstance and Me is the most focal Us there is, coming with the most insight into internal state. Thus on this cognitive level, there is no inconsistency or hypocrisy and we might readily perceive a wrong to be mitigated by internal motives in the case of anyone's misdeeds. It's just easier to know those motives when we are the perpetrator. The adverse consequences of this are wide and deep. Moreover, the pull towards judging yourself less harshly than others easily resists the rationality of deterrence. As Ariely writes in his book, 'Overall, cheating is not limited by risk; it is limited by our ability to rationalize the cheating to ourselves.

A craving is the sense that something is missing. It is a desire to change your internal state. This gap between your current state and your desired state provides a reason to act. Desire is the difference between where you are now and where you want to be in the future. Even the tiniest action is tinged with the motivation to feel differently than you do in the moment. When you binge eat or browse social media, what you really want is not a potato chip or a bunch of likes. What you really want is to feel different.

By 1900, a small white minority radiating out from Europe would come to control most of world’s land surface, imposing the imperatives of a commercial economy and international trade on Asia’s mainly agrarian societies. Europeans backed by garrisons and gunboats could intervene in the affairs of any Asian country they wished to. They were free to transport millions of Asian labourers to far-off colonies (Indians to the Malay Peninsula, Chinese to Trinidad); exact the raw materials and commodities they needed for their industries from Asian economies; and flood local markets with their manufactured products. The peasant in his village and the market trader in his town were being forced to abandon a life defined by religion, family and tradition amid rumours of powerful white men with a strange god-on-a-cross who were reshaping the world- men who married moral aggressiveness with compact and coherent nation-states, the profit motive and superior weaponry, and made Asian societies seem lumberingly inept in every way, unable to match the power of Europe or unleash their own potential.

Hope is more than wishing things will work out. It is resting in the God who holds all things in his wise and powerful hands. We use the word hope in a variety of ways. Sometimes it connotes a wish about something over which we have no control at all. We say, “I sure hope the train comes soon,” or, “I hope it doesn’t rain on the day of the picnic.” These are wishes for things, but we wouldn’t bank on them. The word hope also depicts what we think should happen. We say, “I hope he will choose to be honest this time,” or, “I hope the judge brings down a guilty verdict.” Here hope reveals an internal sense of morality or justice. We also use hope in a motivational sense. We say, “I did this in the hope that it would pay off in the end,” or, “I got married in the hope that he would treat me in marriage the way he treated me in courtship.” All of this is to say that because the word hope is used in a variety of ways, it is important for us to understand how this word is used in Scripture or in its gospel sense. Biblical hope is foundationally more than a faint wish for something. Biblical hope is deeper than moral expectation, although it includes that. Biblical hope is more than a motivation for a choice or action, although it is that as well. So what is biblical hope? It is a confident expectation of a guaranteed result that changes the way you live. Let’s pull this definition apart. First, biblical hope is confident. It is confident because it is not based on your wisdom, faithfulness, or power, but on the awesome power, love, faithfulness, grace, patience, and wisdom of God. Because God is who he is and will never, ever change, hope in him is hope well placed and secure. Hope is also an expectation of a guaranteed result. It is being sure that God will do all that he has planned and promised to do. You see, his promises are only as good as the extent of his rule, but since he rules everything everywhere, I know that resting in the promises of his grace will never leave me empty and embarrassed. I may not understand what is happening and I may not know what is coming around the corner, but I know that God does and that he controls it all. So even when I am confused, I can have hope, because my hope does not rest on my understanding, but on God’s goodness and his rule. Finally, true hope changes the way you live. When you have hope that is guaranteed, you live with confidence and courage that you would otherwise not have. That confidence and courage cause you to make choices of faith that would seem foolish to someone who does not have your hope. If you’re God’s child, you never have to live hopelessly, because hope has invaded your life by grace, and his name is Jesus! For further study and encouragement: Psalm 20

the narcissistic personality disorder are: Grandiosity, extreme self-involvement, and lack of interest and empathy for others, in spite of the pursuit of others to obtain admiration and approval. The narcissist is endlessly motivated to seek perfection in everything he does. Such a personality is driven to the acquisition of wealth, power and beauty and the need to find others who will mirror and admire his grandiosity. Underneath this external facade there is an emptiness filled with envy and rage. The core of this emptiness is internalized shame.

I don't worry about how other people perceive me. I figure out what I want, and I work very hard to make it happen. Simple recipe. I didn't achieve any goals by having it given to me on a silver platter, through fibbing or exaggeration, nor through favours. When you work hard, the universe almost always brings people to you - synergy. The universe will reflect the energy you give it. Stop worrying about what other people think of you, or worrying about the limit(s) they have, in their heads, about your potential. The universe will bring you into your purpose organically. Nothing out of force tastes as good as what you have worked your ass off to achieve, and for which the universe synergistically opens up for you, and brings into your world. As well it is not about proving other people wrong; first and foremost prove your own negative inner voice wrong. The inner voice that internalized the negative energies of others. Sometimes we are our own biggest hurdle. And as a subsequent outcome of rewiring your inner voice, you'll leave others speechless at contesting their limitations of you...seeing the supernova you are.

Not to know yourself is dangerous, to that self and to others. Those who destroy, who cause great suffering, kill off some portion of themselves first, or hide from the knowledge of their acts and from their own emotion, and their internal landscape fills with partitions, caves, minefields, blank spots, pit traps, and more, a landscape turned against itself, a landscape that does not know itself, a landscape through which they may not travel. […] You see it too in the small acts of everyday life, of the person who feels perfectly justified, of the person who doesn’t know he’s just committed harm, of the person who says something whose motives are clear to everyone but her, of the person who comes up with intricate rationales or just remains oblivious, of the person we’ve all been at one time or another. Taken to an extreme, it’s the mind-set of murder; enlarged in scale it’s war. Elaborate are the means to hide from yourself, the dissociations, projections, deceptions, forgetting, justifications, and other tools to detour around the obstruction of unbearable reality, the labyrinths in which we hide the minotaurs who have our faces.

In simplest terms, you won’t be able to unlock your creative potential, achieve sustainable success, or even be fundamentally happy unless you align your internal and external worlds—unless you’re true to yourself. Therefore, to begin the journey of discovering your purpose, you must focus on what matters to you internally, not externally. And the first step in this process is to eliminate obstacles that prevent you from hearing the signal above the noise. These obstacles include things such as commercial concerns, financial motivations, comparing yourself to someone else, and other manifestations of ego.

All A players have six common denominators. They have a scoreboard that tells them if they are winning or losing and what needs to be done to change their performance. They will not play if they can’t see the scoreboard. They have a high internal, emotional need to succeed. They do not need to be externally motivated or begged to do their job. They want to succeed because it is who they are . . . winners. People often ask me how I motivate my employees. My response is, “I hire them.” Motivation is for amateurs. Pros never need motivating. (Inspiration is another story.) Instead of trying to design a pep talk to motivate your people, why not create a challenge for them? A players love being tested and challenged. They love to be measured and held accountable for their results. Like the straight-A classmate in your high school geometry class, an A player can hardly wait for report card day. C players dread report card day because they are reminded of how average or deficient they are. To an A player, a report card with a B or a C is devastating and a call for renewed commitment and remedial actions. They have the technical chops to do the job. This is not their first rodeo. They have been there, done that, and they are technically very good at what they do. They are humble enough to ask for coaching. The three most important questions an employee can ask are: What else can I do? Where can I get better? What do I need to do or learn so that I continue to grow? If you have someone on your team asking all three of these questions, you have an A player in the making. If you agree these three questions would fundamentally change the game for your team, why not enroll them in asking these questions? They see opportunities. C players see only problems. Every situation is asking a very simple question: Do you want me to be a problem or an opportunity? Your choice. You know the job has outgrown the person when all you hear are problems. The cost of a bad employee is never the salary. My rules for hiring and retaining A players are: Interview rigorously. (Who by Geoff Smart is a spectacular resource on this subject.) Compensate generously. Onboard effectively. Measure consistently. Coach continuously.

Galen doesn’t get truly nervous until he senses the size of the Syrena mass coming toward them. Up until this point, he’d been worried about Emma. What she thought about all this. Her mother’s reunion with Grom. What she planned to do while they were gone. Whether or not she was going to keep her promise and stay out of the water. And…his thoughts keep wandering back to their kiss between the sand dunes. It was an exquisite torture, the way she tasted like a mixture of salt water and herself. A combination of two things he’s come to cherish. Water and land. Syrena world and human world. Love for his kind and love for Emma. Only now, as the party of Syrena approaches, its presence seems to encroach on Galen’s options. For some reason, it feels like a choice between water or land, Syrena world or human world, love for his kind or love for Emma. According to the law, there never was a choice. But that was before Emma. And Galen has the feeling that the time for truly deciding between the two is closing in on him. But haven’t I already made that decision? He steals a glance at Toraf, who’s been wearing the same grim expression since they left Emma’s house. Toraf is never grim. Since they were fingerlings, he’s always had a special talent for finding the positive in a situation, and if not the positive, then he can certainly find mischief in a situation. But not now. Now he’s keeping to himself. Toraf never keeps to himself. Even Grom, the usual sealed-up clam, has become boisterous and enlivened while he and Nalia chatter to each other, laughing and whispering and holding hands, all the while speculating over the events that separated them so long ago. But Toraf seems oblivious to the chatter and to Galen’s internal war of emotions and to the swarm of jellyfish he just narrowly avoided. Galen had thought Toraf might have been anxious about leaving Rayna behind. Usually, though, he comforts himself by talking about her until Galen wishes he’d had a twin brother instead of a twin sister. No, what’s troubling Toraf has nothing to do with leaving Rayna behind. He even persuaded her to stay. Which means he thinks it’s safer for her on land right now. Toraf’s motives are always simple: do what’s best for Rayna, in spite of Rayna.

Play Fair You’re sure to elicit a threat response if you provide feedback the other person views as unfair or inaccurate. But how do you avoid that, given how subjective perceptions of fairness and accuracy are? David Bradford of the Stanford Graduate School of Business suggests “staying on our side of the net”—that is, focusing our feedback on our feelings about the behavior and avoiding references to the other person’s motives. We’re in safe territory on our side of the net; others may not like what we say when we describe how we feel, but they can’t dispute its accuracy. However, when we make guesses about their motives, we cross over to their side of the net, and even minor inaccuracies can provoke a defensive reaction. For example, when giving critical feedback to someone who’s habitually late, it’s tempting to say something like, “You don’t value my time, and it’s very disrespectful of you.” But these are guesses about the other person’s state of mind, not statements of fact. If we’re even slightly off base, the employee will feel misunderstood and be less receptive to the feedback. A more effective way to make the same point is to say, “When you’re late, I feel devalued and disrespected.” It’s a subtle distinction, but by focusing on the specific behavior and our internal response—by staying on our side of the net—we avoid making an inaccurate, disputable guess. Because motives are often unclear, we constantly cross the net in an effort to make sense of others’ behavior. While this is inevitable, it’s good practice to notice when we’re guessing someone’s motives and get back on our side of the net before offering feedback.

Nevertheless, scholars keep obsessing about selfish motives, simply because both economics and behaviorism have indoctrinated them that incentives drive everything that animals or humans do. I don’t believe a word of it, though, and a recent ingenious experiment on children drives home why. The German psychologist Felix Warneken investigated how young chimpanzees and children assist human adults. The experimenter was using a tool but dropped it in midjob: would they pick it up? The experimenter’s hands were full: would they open a cupboard for him? Both species did so voluntarily and eagerly, showing that they understood the experimenter’s problem. Once Warneken started to reward the children for their assistance, however, they became less helpful. The rewards, it seems, distracted them from sympathizing with the clumsy experimenter.50 I am trying to figure how this would work in real life. Imagine that every time I offered a helping hand to a colleague or neighbor—keeping a door open or picking up their mail—they stuffed a few dollars in my shirt pocket. I’d be deeply offended, as if all I cared about was money! And it would surely not encourage me to do more for them. I might even start avoiding them as being too manipulative. It is curious to think that human behavior is entirely driven by tangible rewards, given that most of the time rewards are nowhere in sight. What are the rewards for someone who takes care of a spouse with Alzheimer’s? What payoffs does someone derive from sending money to a good cause? Internal rewards (feeling good) may very well come into play, but they work only via the amelioration of the other’s situation. They are nature’s way of making sure that we are other-oriented rather than self-oriented.

The most fulfilled people are those who completely express themselves via their work. You know when this happens because even though you are working very hard – much harder than ordinary people – everything is in a sense effortless. Once you exist in such a way, you cannot imagine doing anything else. You do what you do because it is the actualization of who you are. It doesn’t matter if it leads to external success or not. You have internally achieved everything you hoped for and you wouldn’t swap it for anything. So, what about you? Are you all over the place? Have you not yet clicked with the activity that seems effortless to you and fully satisfying, or, if you have, do you doubt that you could make a living from it, hence are plagued by doubts and the need to compromise? Life is a great struggle. It crushes almost everyone. Only the world-historic figures survive the Meat Grinder.

In their writing on education, Deci and Ryan proceed from the principle that humans are natural learners and children are born creative and curious, “intrinsically motivated for the types of behaviors that foster learning and development.” This idea is complicated, however, by the fact that part of learning anything, be it painting or programming or eighth-grade algebra, involves a lot of repetitive practice, and repetitive practice is usually pretty boring. Deci and Ryan acknowledge that many of the tasks that teachers ask students to complete each day are not inherently fun or satisfying; it is the rare student who feels a deep sense of intrinsic motivation when memorizing her multiplication tables. It is at these moments that extrinsic motivation becomes important: when behaviors must be performed not for the inherent satisfaction of completing them, but for some separate outcome. Deci and Ryan say that when students can be encouraged to internalize those extrinsic motivations, the motivations become increasingly powerful. This is where the psychologists return to their three basic human needs: autonomy, competence, and relatedness. When teachers are able to create an environment that promotes those three feelings, they say, students exhibit much higher levels of motivation. And how does a teacher create that kind of environment? Students experience autonomy in the classroom, Deci and Ryan explain, when their teachers “maximize a sense of choice and volitional engagement” while minimizing students’ feelings of coercion and control. Students feel competent, they say, when their teachers give them tasks that they can succeed at but that aren’t too easy — challenges just a bit beyond their current abilities. And they feel a sense of relatedness when they perceive that their teachers like and value and respect them.

9. HUMAN RIGHTS [70:9.1] Nature confers no rights on man, only life and a world in which to live it. Nature does not even confer the right to live, as might be deduced by considering what would likely happen if an unarmed man met a hungry tiger face to face in the primitive forest. Society's prime gift to man is security. [70:9.2] Gradually society asserted its rights and, at the present time, they are Assurance of food supply. Military defense—security through preparedness. Internal peace preservation—prevention of personal violence and social disorder. Sex control—marriage, the family institution. Property—the right to own. Fostering of individual and group competition. Provision for educating and training youth. Promotion of trade and commerce—industrial development. Improvement of labor conditions and rewards. The guarantee of the freedom of religious practices to the end that all of these other social activities may be exalted by becoming spiritually motivated.

Have you ever wanted something very badly-something that was within your grasp-and yet you were afraid to reach out for it? That night he had answered no. Tonight he would have said yes. Among other things, he wanted to know where she was; a month ago he’d told himself it was because he wanted the divorce petition served. Tonight he was too exhausted from his long internal battle to bother lying to himself anymore. He wanted to know where she was because he needed to know. His grandfather claimed not to know; his uncle and Alexandra both know, but they’d both refused to tell him, and he hadn’t pressed them. Wearily, Ian leaned his head against the back of his chair and closed his eyes, but he wouldn’t sleep, and he knew it, even though it was three o’clock in the morning. He never slept anymore unless he’d either had a day of grueling physical activity or drunk enough brandy to knock himself out. And even when he did, he laid awake, wanting her, and knowing-because she’d told him-that she was somewhere out there, lying awake, wanting him. A faint smile touched his lips as he remembered her standing in the witness box, looking heartbreakingly young and beautiful, first trying logically to explain to everyone what had happened-and when that failed, playing the part of an incorrigible henwit. Ian chuckled, as he’d been doing whenever he thought of her that day. Only Elizabeth would have dared to take on the entire House of Lords-and when she couldn’t sway them with intelligent logic, she had changed tack and used their own stupidity and arrogance to defeat them. If he hadn’t felt so furious and betrayed that day, he’d have stood up and given her the applause she deserved! It was exactly the same tactic she’d used the night he’d been accused of cheating at cards. When she couldn’t convince Everly to withdraw from the duel because Ian was innocent, she’d turned on the hapless youth and outrageously taken him to task because he’d already engaged himself to her the next day. Despite his accusation that her performance in the House of Lords had been motivated by self-interest, he knew it hadn’t. She’d come to save him, she thought, from hanging.

On August 3, 2012, the fifteenth day of the government offensive, rebels in the city said they were desperately low on ammunition and expressed dismay that the international community had not reacted when a huge massacre could be coming. Again, Libya was the example. Gadhafi threatened to overrun Benghazi and when he tried to do it, NATO started bombing. Now in Syria, Assad was threatening to crush the opposition in Aleppo and had already started doing it, but Washington’s reaction was only hand-wringing. In my conversations with rebels it was clear they were becoming increasingly disheartened and desperate. (The rebels would usually communicate with each other on Skype, blending in with the billions of people using the Internet instead of going through cell-phone towers.) The United States was apparently still skittish about sending in arms because it feared they would end up in the hands of Islamic extremists, but that, like so many unintended consequences of US foreign policy in the Middle East, was a self-fulfilling prophecy. At this stage the rebels were numerous, strong, motivated, and moderate and I made that clear in my reports on the air.

The liberal international human rights community often defines political internees as those incarcerated for their beliefs, not necessarily their actions. While such instances abound, they are not the only or even the best examples of politically motivated incarceration. Whether someone “did it” ought not to determine fully who receives our support. Instead, political prisoners are best conceived as active participants in resistance movements. Thus the central issue for thinking about political prisoners is not whether they “did it” but what movements did they come from and what are the broader circumstances surrounding their arrest. Most of those incarcerated participated in radical movements seeking fundamental overhauls of structures of power. (...) Political prisoners emerged from movements seeking to stop, to overturn, to develop alternatives to state and extralegal violence of the system. All of America’s political internees did something; some resisted with force, some put their bodies on the line, and others used words and propagated ideas the state deemed too powerful to let slide as just so much free speech. The issue of political prisoners is less one of “innocence” than of defending people’s ability and capacity to resist.

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.