Maintenance Motivational Quotes

He’d no longer be a grade-motivated person. He’d be a knowledge-motivated person.

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

These are things you should notice anyway. To live only for some future goal is shallow. It's the sides of the mountain which sustain life, not the top. Here's where things grow…but of course, without the top you can't have any sides. It's the top that defines the sides

What happens to a cook’s motivation when the job becomes about maintenance and not improvement?

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.

Phædrus wrote a letter from India about a pilgrimage to holy Mount Kailas, the source of the Ganges and the abode of Shiva, high in the Himalayas, in the company of a holy man and his adherents. He never reached the mountain. After the third day he gave up, exhausted, and the pilgrimage went on without him. He said he had the physical strength but that physical strength wasn’t enough. He had the intellectual motivation but that wasn’t enough either. He didn’t think he had been arrogant but thought that he was undertaking the pilgrimage to broaden his experience, to gain understanding for himself. He was trying to use the mountain for his own purposes and the pilgrimage too. He regarded himself as the fixed entity, not the pilgrimage or the mountain, and thus wasn’t ready for it. He speculated that the other pilgrims, the ones who reached the mountain, probably sensed the holiness of the mountain so intensely that each footstep was an act of devotion, an act of submission to this holiness. The holiness of the mountain infused into their own spirits enabled them to endure far more than anything he, with his greater physical strength, could take.

Eliciting peak performance means going up against something or somebody. Let me give you a simple example. For years the performance of the Intel facilities maintenance group, which is responsible for keeping our buildings clean and neat, was mediocre, and no amount of pressure or inducement seemed to do any good. We then initiated a program in which each building’s upkeep was periodically scored by a resident senior manager, dubbed a “building czar.” The score was then compared with those given the other buildings. The condition of all of them dramatically improved almost immediately. Nothing else was done; people did not get more money or other rewards. What they did get was a racetrack, an arena of competition. If your work is facilities maintenance, having your building receive the top score is a powerful source of motivation. This is key to the manager’s approach and involvement: he has to see the work as it is seen by the people who do that work every day and then create indicators so that his subordinates can watch their “racetrack” take shape.

He’d no longer be a grade-motivated person. He’d be a knowledge-motivated person. He would need no external pushing to learn. His push would come from inside. He’d be a free man. He wouldn’t need a lot of discipline to shape him up. In fact, if the instructors assigned him were slacking on the job he would be likely to shape them up by asking rude questions. He’d be there to learn something, would be paying to learn something and they’d better come up with it. Motivation of this sort, once it catches hold, is a ferocious force...

There are four stages to a person’s career: In Stage 1 you are enthusiastic about your work, but inexperienced (start of your career). In Stage 2 you are both enthusiastic about your work and have gained experience (top of your career). In Stage 3 you’re tired of your work, but you are also still competent/experienced (maintenance stage). In Stage 4 you are sick of your work, and because you haven’t been motivated to keep up with your profession, you are now, once again, inexperienced relative to the state-of-the-art in your field (end of career).

I am very often asked why, at the age of eighty-five, I continue to practice. Tip number eighty-five (sheer coincidence that I am now eighty-five years old) begins with a simple declaration: my work with patients enriches my life in that it provides meaning in life. Rarely do I hear therapists complain of a lack of meaning. We live lives of service in which we fix our gaze on the needs of others. We take pleasure not only in helping our patients change, but also in hoping their changes will ripple beyond them toward others. We are also privileged by our role as cradlers of secrets. Every day patients grace us with their secrets, often never before shared. The secrets provide a backstage view of the human condition without social frills, role-playing, bravado, or stage posturing. Being entrusted with such secrets is a privilege given to very few. Sometimes the secrets scorch me and I go home and hold my wife and count my blessings. Moreover, our work provides the opportunity to transcend ourselves and to envision the true and tragic knowledge of the human condition. But we are offered even more. We become explorers immersed in the grandest of pursuits—the development and maintenance of the human mind. Hand in hand with patients, we savor the pleasure of discovery—the “aha” experience when disparate ideational fragments suddenly slide smoothly together into a coherent whole. Sometimes I feel like a guide escorting others through the rooms of their own house. What a treat it is to watch them open doors to rooms never before entered, discover unopened wings of their house containing beautiful and creative pieces of identity. Recently I attended a Christmas service at the Stanford Chapel to hear a sermon by Rev. Jane Shaw that underscored the vital importance of love and compassion. I was moved by her call to put such sentiments into practice whenever we can. Acts of caring and generosity can enrich any environment in which we find ourselves. Her words motivated me to reconsider the role of love in my own profession. I became aware that I have never, not once, used the word love or compassion in my discussions of the practice of psychotherapy. It is a huge omission, which I wish now to correct, for I know that I regularly experience love and compassion in my work as a therapist and do all I can to help patients liberate their love and generosity toward others. If I do not experience these feelings for a particular patient, then it is unlikely I will be of much help. Hence I try to remain alert to my loving feelings or absence of such feelings for my patients.

He never reached the mountain. After the third day he gave up, exhausted, and the pilgrimage went on without him. He said he had the physical strength but that physical strength wasn’t enough. He had the intellectual motivation but that wasn’t enough either. He didn’t think he had been arrogant but thought that he was undertaking the pilgrimage to broaden his experience, to gain understanding for himself. He was trying to use the mountain for his own purposes and the pilgrimage too. He regarded himself as the fixed entity, not the pilgrimage or the mountain, and thus wasn’t ready for it. He speculated that the other pilgrims, the ones who reached the mountain, probably sensed the holiness of the mountain so intensely that each footstep was an act of devotion, an act of submission to this holiness. The holiness of the mountain infused into their own spirits enabled them to endure far more than anything he, with his greater physical strength, could take.

He began by expressing his gratitude to those “whom no partizan malice, or partizan hope, can make false to the nation’s life,” then passed at once, since peace seemed uppermost in men’s minds nowadays, to a discussion of “three conceivable ways” in which it could be brought about. First, by suppressing the rebellion; “This I am trying to do. Are you for it? If you are, so far we are agreed.” Second, by giving up the Union; “I am against this. Are you for it? If you are, you should say so plainly.” Third, by negotiating some sort of armistice based on compromise with the Confederates; but “I do not believe any compromise, embracing the maintenance of the Union, is now possible. All I learn leads to a directly opposite belief.” After disposing thus, to his apparent satisfaction, of the possibility of achieving peace except by force of arms, he moved on to another matter which his opponents had lately been harping on as a source of dissatisfaction: Emancipation. “You say you will not fight to free negroes. Some of them seem willing to fight for you; but no matter. Fight you, then, exclusively to save the Union. I issued the Proclamation on purpose to aid you in saving the Union. Whenever you shall have conquered all resistance to the Union, if I shall urge you to continue fighting, it will be an apt time then for you to declare you will not fight to free negroes. I thought that in your struggle for the Union, to whatever extent the negroes should cease helping the enemy, to that extent it weakened the enemy in his resistance to you. Do you think differently? I thought that whatever negroes can be got to do, as soldiers, leaves just so much less for white soldiers to do in saving the Union. Does it appear otherwise to you? But negroes, like other people, act upon motives. Why should they do anything for us if we will do nothing for them? If they stake their lives for us, they must be prompted by the strongest motive—even the promise of freedom. And the promise, being made, must be kept.

Phaedrus wrote a letter from India about a pilgrimage to holy Mount Kailas, the source of the Ganges and the abode of Shiva, high in the Himalayas, in the company of a holy man and his adherents. He never reached the mountain. After the third day he gave up, exhausted, and the pilgrimage went on without him. He said he had the physical strength but that physical strength wasn’t enough. He had the intellectual motivation but that wasn’t enough either. He didn’t think he had been arrogant but thought that he was undertaking the pilgrimage to broaden his experience, to gain understanding for himself. He was trying to use the mountain for his own purposes and the pilgrimage too. He regarded himself as the fixed entity, not the pilgrimage or the mountain, and thus wasn’t ready for it. He speculated that the other pilgrims, the ones who reached the mountain, probably sensed the holiness of the mountain so intensely that each footstep was an act of devotion, an act of submission to this holiness. The holiness of the mountain infused into their own spirits enabled them to endure far more than anything he, with his greater physical strength, could take. To the untrained eye ego-climbing and selfless climbing may appear identical. Both kinds of climbers place one foot in front of the other. Both breathe in and out at the same rate. Both stop when tired. Both go forward when rested. But what a difference! The ego-climber is like an instrument that’s out of adjustment. He puts his foot down an instant too soon or too late. He’s likely to miss a beautiful passage of sunlight through the trees. He goes on when the sloppiness of his step shows he’s tired. He rests at odd times. He looks up the trail trying to see what’s ahead even when he knows what’s ahead because he just looked a second before. He goes too fast or too slow for the conditions and when he talks his talk is forever about somewhere else, something else. He’s here but he’s not here. He rejects the here, is unhappy with it, wants to be farther up the trail but when he gets there will be just as unhappy because then it will be “here.” What he’s looking for, what he wants, is all around him, but he doesn’t want that because it is all around him. Every step’s an effort, both physically and spiritually, because he imagines his goal to be external and distant.

Maintenance will keep us where we are, growth will put us where we are going

Success not maintained is worst than Poverty inheritted. Riches without maintenance is worst than inheritted Poverty.

Most people's car last longer than their marriage. WHY? For instance in Germany, the government made it as a law that before you are qualified to drive a car, you will go to a driving school, learn the theory and practical before getting a license to drive. Same is applicable to your car, it must go to service and maintenance every two years if it is a new one to check if the car is still road worthy. If your car is above five years old then it must go to service every year. So this makes the car last longer. For you to get a driving licence in germany it takes months but for you to take a marriage certificate in Germany it doesn't take two hours. Once you go on the vail, they give you licence which means that they are more concerned about your car on their street than they are about your life in their communities. A lot of people doesn't go to any driving lessons on marriages. So they end up knowing how to drive a car but not learning how to live with someone.

One of the worst disconnects of a business software development effort is seen in the gap between domain experts and software developers. Generally speaking, true domain experts are focused on delivering business value. On the other hand, software developers are typically drawn to technology and technical solutions to business problems. It’s not that software developers have wrong motivations; it’s just what tends to grab their attention. Even when software developers engage with domain experts, the collaboration is largely at a surface level, and the software that gets developed often results in a translation/mapping between how the business thinks and operates and how the software developer interprets that. The resulting software generally does not reflect a recognizable realization of the mental model of the domain experts, or perhaps it does so only partially. Over time this disconnect becomes costly. The translation of domain knowledge into software is lost as developers transition to other projects or leave the company. A different, yet related problem is when one or more domain experts do not agree with each other. This tends to happen because each expert has more or less experience in the specific domain being modeled, or they are simply experts in related but different areas. It’s also common for multiple “domain experts” to have no expertise in a given domain, where they are more of a business analyst, yet they are expected to bring insightful direction to discussions. When this situation goes unchecked, it results in blurred rather than crisp mental models, which lead to conflicting software models. Worse still is when the technical approach to software development actually wrongly changes the way the business functions. While a different scenario, it is well known that enterprise resource planning (ERP) software will often change the overall business operations of an organization to fit the way the ERP functions. The total cost of owning the ERP cannot be fully calculated in terms of license and maintenance fees. The reorganization and disruption to the business can be far more costly than either of those two tangible factors. A similar dynamic is at play as your software development teams interpret what the business needs into what the newly developed software actually does. This can be both costly and disruptive to the business, its customers, and its partners. Furthermore, this technical interpretation is both unnecessary and avoidable with the use of proven software development techniques. The solution is a key investment.

All inanimate objects, things, and living bodies in this universe go through the cycle of inception, maintenance, and dissolution.

Motivation does not mean to keep going 24/7. If you get tired, it's normal. Relax, take some rest, it may be your preventive maintenance time. Even machines are turned off some times for their preventive maintenance.

The fruits of every laborer are bountiful, ripe and sweet just as the laborer's input. The laws of compensation do not allow one to have a bumper harvest against poor sowing and maintenance... If you want a good opportunity you must be willing to put input which is beyond the opportunity demands going the extra mile. Dont play your self , you must go the extra mile.

I’m just not an exercise person.” Very few people are. Remember you don’t need to be motivated or love exercise to do it. I know some people that absolutely despise it, but do it simply for weight maintenance.

Finally, as I’ve emphasized, there is the level of conscious public policy. A Soviet official issuing a planning document, or an American politician calling for job creation, might not be entirely aware of the likely effects of their action. Still, once a situation is created, even as an unintended side effect, politicians can be expected to size up the larger political implications of that situation when they make up their minds what—if anything—to do about it. Does this mean that members of the political class might actually collude in the maintenance of useless employment? If that seems a daring claim, even conspiracy talk, consider the following quote, from an interview with then US president Barack Obama about some of the reasons why he bucked the preferences of the electorate and insisted on maintaining a private, for-profit health insurance system in America: “I don’t think in ideological terms. I never have,” Obama said, continuing on the health care theme. “Everybody who supports single-payer health care says, ‘Look at all this money we would be saving from insurance and paperwork.’ That represents one million, two million, three million jobs [filled by] people who are working at Blue Cross Blue Shield or Kaiser or other places. What are we doing with them? Where are we employing them?”9 I would encourage the reader to reflect on this passage because it might be considered a smoking gun. What is the president saying here? He acknowledges that millions of jobs in medical insurance companies like Kaiser or Blue Cross are unnecessary. He even acknowledges that a socialized health system would be more efficient than the current market-based system, since it would reduce unnecessary paperwork and reduplication of effort by dozens of competing private firms. But he’s also saying it would be undesirable for that very reason. One motive, he insists, for maintaining the existing market-based system is precisely its inefficiency, since it is better to maintain those millions of basically useless office jobs than to cast about trying to find something else for the paper pushers to do.10 So here is the most powerful man in the world at the time publicly reflecting on his signature legislative achievement—and he is insisting that a major factor in the form that legislature took is the preservation of bullshit jobs.

People who are high maintenance when it comes to their development is good for business. Encourage and indulge them in any training, workshops or seminars. People who want to grow will help grow your organization.

People who are high maintenance when it comes to their development is good for business.

What worry have I for my maintenance, if Hari Vishvambhara is the supporter of all? If this were not so, then for supporting the life of the baby, how would the mother’s breasts be filled with milk? Thinking this every moment, O lord of the Yadus, O husband of Lakshmi, only your lotus feet I serve always and spend my time as prearranged by fate.

Driver Behavior & Safety Proper driving behavior is vital for the safety of drivers, passengers, pedestrians and is a means to achieve fewer road accidents, injuries and damage to vehicles. It plays a role in the cost of managing a fleet as it impacts fuel consumption, insurance rates, car maintenance and fines. It is also important for protecting a firm’s brand and reputation as most company- owned vehicles carry the company’s logo. Ituran’s solution for driver behavior and safety improves organizational driving culture and standards by encouraging safer and more responsible driving. The system which tracks and monitors driver behavior using an innovative multidimensional accelerometer sensor, produces (for each driver) an individual score based on their performance – sudden braking and acceleration, sharp turns, high-speed driving over speed bumps, erratic overtaking, speeding and more. The score allows fleet managers to compare driver performance, set safety benchmarks and hold each driver accountable for their action. Real-time monitoring identifies abnormal behavior mode—aggressive or dangerous—and alerts the driver using buzzer or human voice indication, and detects accidents in real time. When incidents or accidents occurs, a notification sent to a predefined recipient alerts management, and data collected both before and after accidents is automatically saved for future analysis. • Monitoring is provided through a dedicated application which is available to both fleet manager and driver (with different permission levels), allowing both to learn and improve • Improves organizational driving culture and standards and increases safety of drivers and passengers • Web-based reporting gives a birds-eye view of real-time driver data, especially in case of an accident • Detailed reports per individual driver include map references to where incidents have occurred • Comparative evaluation ranks driving according to several factors; the system automatically generates scores and a periodic assessment certificate for each driver and/or department Highlights 1. Measures and scores driver performance and allows to give personal motivational incentives 2. Improves driving culture by encouraging safer and more responsible driving throughout the organization 3. Minimizes the occurrence of accidents and protects the fleet from unnecessary wear & tear 4. Reduces expenses related to unsafe and unlawful driving: insurance, traffic tickets and fines See how it works:

Kalabhairava is the Lord of Time. He takes care of the maintenance of the Dharma – the honesty and authenticity. Kalabhairava is the deity of esoteric powers.

Kalabhairava is the Lord of Time. He takes care of the maintenance of the Dharma – the honesty and authenticity. Kalabhairava is the deity of esoteric powers. Kalabhairava rules the nervous system in the human body. So He heals all the nervous disorders. The power and compassion of Kalabhairava is such that the feet dust of Kalabhairava itself can liberate people and bestow Enlightenment itself.

Mahashivaratri, is the time I manifested from timelessness into time. So this is the beginning of time. This is the beginning of form.From my formlessness, I manifested as form. From my timeless, I manifested as time.This is the beginning of everything that exists: my creation/manifestation aspect (srishti), my maintenance/sustenance dimension, (sthiti) and my rejuvenation/destruction (samhara) dimension that continuously happens in everything in everyone. That is the way life functions.

Eyewitnesses should be protected from confidence-altering experiences. It is interesting to note that the desired end-state from this perspective is the maintenance (not reduction) of a given level of self-certainty. This goal is not easily achieved because it butts up against strong intrapsychic and motivational forces to reduce dissonance (“I am not so sure that I accused the right person”), reach closure, and, more generally, escape the discomfort of self-uncertainty.

But there are some to-do list essentials that we should all know if we want to help our brains navigate the day, based on the science of working memory, motivation, and goal pursuit. I don’t always see people applying these brain-friendly essentials, so here’s a checklist for you to consider: Write it down as soon as it comes to mind. Never waste your brain’s precious working memory by trying to hold your tasks or ideas in your head. Use your intelligence for getting things done, rather than trying to remember what you need to do. That means having a process for capturing to-dos as soon as they occur to you, even if you then end up transferring them to a master list. Only keep today’s tasks in view. You might have a grand list of tasks you’d like to complete in the coming weeks or months. But once you’ve decided what you really need and want to get done today, work off that list, and hide the rest. As long as your longer-term items are visible, they’ll use up a little of your brain’s processing capacity—and may even depress you a little if your long list is very long. Make it satisfying to check off. If you’re online, give yourself a box to check, and a ping or a swoosh to hear. If you’re working on paper, give yourself the satisfaction of a big bold line through everything you’ve done. The more rewarding it feels to track your progress, the more your brain will tend to spur you toward getting things done. Be realistic about what you can do in a day. Progress feels good to your brain’s reward system; failure doesn’t. Do you have five things you’d like to tackle today, but know you probably only have time for three? It’s better to feel great about nailing three tasks. If you succeed and find you’ve got more time, you’ll be flushed with motivation to seek out one or two more tasks. Include mind-body maintenance. Put exercise, rest, and other physical health goals on your list alongside your other tasks. If you take a moment to put “take a walk” on the list, you’re way more likely to build it into your day rather than let it be crowded out by other demands—just as defining goals for anything makes it more likely you’ll get it done.

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