Juniors Motivational Quotes

...I do not function too well on emotional motivations. I am wary of them. And I am wary of a lot of other things, such as plastic credit cards, payroll deductions, insurance programs, retirement benefits, savings accounts, Green Stamps, time clocks, newspapers, mortgages, sermons, miracle fabrics, deodorants, check lists, time payments, political parties, lending libraries, television, actresses, junior chambers of commerce, pageants, progress, and manifest destiny.

Why figure out what will motivate this kid to learn if, statistically, he’s just another young Black male destined to drop out anyway? He was never referred to a counselor, never tested for a learning disorder, never given some sort of individual attention that might better equip him to navigate junior high school and high school.

One possible motive in the murder was an article Litvinenko wrote claiming Putin was a pedophile. The article said: After graduating from the Andropov Institute, which prepares officers for the KGB intelligence service, Putin was not accepted into the foreign intelligence. Instead, he was sent to a junior position in KGB Leningrad Directorate. This was a very unusual twist for a career of an Andropov Institute’s graduate with fluent German. Why did that happen with Putin? Because, shortly before his graduation, his bosses learned that Putin was a pedophile. So say some people who knew Putin as a student at the Institute… Many years later, when Putin became the FSB director and was preparing for the presidency, he began to seek and destroy any compromising materials collected against him by the secret services over earlier years. It was not difficult, provided he himself was the FSB director. Among other things, Putin found videotapes in the FSB Internal Security directorate, which showed him [having] sex with some underage boys.

For things to change, somebody somewhere has to start acting differently. Maybe it’s you, maybe it’s your team. Picture that person (or people). Each has an emotional Elephant side and a rational Rider side. You’ve got to reach both. And you’ve also got to clear the way for them to succeed. In short, you must do three things: → DIRECT the Rider FOLLOW THE BRIGHT SPOTS. Investigate what’s working and clone it. [Jerry Sternin in Vietnam, solutions-focused therapy] SCRIPT THE CRITICAL MOVES. Don’t think big picture, think in terms of specific behaviors. [1% milk, four rules at the Brazilian railroad] POINT TO THE DESTINATION. Change is easier when you know where you’re going and why it’s worth it. [“You’ll be third graders soon,” “No dry holes” at BP] → MOTIVATE the Elephant FIND THE FEELING. Knowing something isn’t enough to cause change. Make people feel something. [Piling gloves on the table, the chemotherapy video game, Robyn Waters’s demos at Target] SHRINK THE CHANGE. Break down the change until it no longer spooks the Elephant. [The 5-Minute Room Rescue, procurement reform] GROW YOUR PEOPLE. Cultivate a sense of identity and instill the growth mindset. [Brasilata’s “inventors,” junior-high math kids’ turnaround] → SHAPE the Path TWEAK THE ENVIRONMENT. When the situation changes, the behavior changes. So change the situation. [Throwing out the phone system at Rackspace, 1-Click ordering, simplifying the online time sheet] BUILD HABITS. When behavior is habitual, it’s “free”—it doesn’t tax the Rider. Look for ways to encourage habits. [Setting “action triggers,” eating two bowls of soup while dieting, using checklists] RALLY THE HERD.

No matter what you do in life, make sure your juniors are learning something good from you.

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.

For things to change, somebody somewhere has to start acting differently. Maybe it’s you, maybe it’s your team. Picture that person (or people). Each has an emotional Elephant side and a rational Rider side. You’ve got to reach both. And you’ve also got to clear the way for them to succeed. In short, you must do three things: → DIRECT the Rider FOLLOW THE BRIGHT SPOTS. Investigate what’s working and clone it. [Jerry Sternin in Vietnam, solutions-focused therapy] SCRIPT THE CRITICAL MOVES. Don’t think big picture, think in terms of specific behaviors. [1% milk, four rules at the Brazilian railroad] POINT TO THE DESTINATION. Change is easier when you know where you’re going and why it’s worth it. [“You’ll be third graders soon,” “No dry holes” at BP]               → MOTIVATE the Elephant FIND THE FEELING. Knowing something isn’t enough to cause change. Make people feel something. [Piling gloves on the table, the chemotherapy video game, Robyn Waters’s demos at Target] SHRINK THE CHANGE. Break down the change until it no longer spooks the Elephant. [The 5-Minute Room Rescue, procurement reform] GROW YOUR PEOPLE. Cultivate a sense of identity and instill the growth mindset. [Brasilata’s “inventors,” junior-high math kids’ turnaround]                             → SHAPE the Path TWEAK THE ENVIRONMENT. When the situation changes, the behavior changes. So change the situation. [Throwing out the phone system at Rackspace, 1-Click ordering, simplifying the online time sheet] BUILD HABITS. When behavior is habitual, it’s “free”—it doesn’t tax the Rider. Look for ways to encourage habits. [Setting “action triggers,” eating two bowls of soup while dieting, using checklists] RALLY THE HERD. Behavior is contagious. Help it spread. [“Fataki” in Tanzania, “free spaces” in hospitals, seeding the tip jar] ————— OVERCOMING OBSTACLES ————— Here we list twelve common problems that people encounter as they fight for change, along with some advice about overcoming them. (Note

At the suggestion of Congressman Clyburn, I visited J. V. Martin Junior High School, a largely Black public school in the rural town of Dillon in the northeastern section of the state. Part of the building had been constructed in 1896, just thirty years after the Civil War, and if repairs had been made over the decades, you couldn’t tell. Crumbling walls. Busted plumbing. Cracked windows. Dank, unlit halls. A coal furnace in the basement still used to heat the building. Leaving the school, I alternated between feeling downcast and freshly motivated: What message had generations of boys and girls received as they arrived at this school each day except for the certainty that, to those in power, they did not matter; that whatever was meant by the American Dream, it wasn’t meant for them?

If you have joy, make happy those who are sad.

Stay strong, stay happy, stay calm. Keep your faith in love. New days are being announced on the horizon of the all hummanity. I believe in you. I believe in us. I believe in the power of love!

In life there are strange moments; when we feel that something ails us, but we don't know what it is. In these moments, stay strong, vibrating positively.

Thus, unlike the previous Pluralistic View, the Integral View is truly holistic, not in any New Age woo-woo sense but as being evidence of a deeply interwoven and interconnected and conscious Kosmos. The Pluralistic View, we saw, wants to be holistic and all-inclusive and nonmarginalizing, but it loathes the modern Rational View, absolutely cannot abide the traditional Mythic View, goes apoplectic when faced with a truly Integral View. But the Integral stages are truly and genuinely inclusive. First, all of the previous structure-rungs are literally included as components of the Integral structure-rung, or vision-logic, a fact that is intuited at this stage. Views, of course, are negated, and so somebody at an Integral View is not including directly a Magic View, a Mythic View, a Rational View, and so on. By definition, that is impossible. A View is generated when the central self exclusively identifies with a particular rung of development. Somebody at a Rational View is exclusively identified with the corresponding rung at that stage—namely, formal operational. To have access directly to, say, a Magic View—which means the View of the world when exclusively identified with the impulsive or emotional-sexual rung—the individual would have to give up Rationality, give up the concrete mind, give up the representational mind, give up language itself, and regress totally to the impulsive mind (something that won’t happen without severe brain damage). The Rational person still has complete access to the emotional-sexual rung, but not the exclusive View from that rung. As we saw, rungs are included, Views are negated. (Just like on a real ladder—if you’re at, say, the 7th rung in the ladder, all previous 6 rungs are still present and still in existence, holding up the 7th rung; but, while you are standing on the 7th rung, you can’t directly see what the world looks like from those earlier rungs. Those were gone when you stepped off those rungs onto higher ones, and so at this point you have all the rungs, but only the View from the highest rung you’re on, in this case, the 7th-rung View.) So a person at Integral doesn’t directly, in their own makeup, have immediate access to earlier Views (archaic, magic, mythic, and so on), but they do have access to all the earlier corresponding rungs (snsorimotor, emotional-sexual, conceptual, rule/role, and so on), and thus they can generally intuit what rung a particular person’s center of gravity is at, and thus indirectly be able to understand what View or worldview that person is expressing (magic, mythic, rational, pluralistic, and so on). And by “include those worldviews” what is meant is that the Integral levels actively tolerate and make room for those Views in their own holistic outreach. They might not agree fully with them (they don’t do so in their own makeup, having transcended and negated junior Views), but they intuitively understand the significance and importance of all Views in the unfolding sweep of evolutionary development. Further, they understand that a person has the right to stop growing at virtually any View, and thus each particular View will become, for some people, an actual station in Life, and their values, needs, and motivations will be expressions of that particular View in Life. And thus a truly enlightened, inclusive society will make some sort of room for traditional values, modern values, postmodern values, and so on. Everybody is born at square 1 and thus begins their development of Views at the lowest rung and continues from there, so every society will consist of a different mix of percentages of people at different altitude rungs and Views of the overall spectrum. In most Western countries, for example—and this varies depending on exactly how you measure it—but generally, about 10% of the population is at Magic, 40% at traditional Mythic, 40%-50% at modern Rational, 20% at postmodern Pluralistic, 5% at Holistic/Integral, and less than 1% at Super-Integral.