Motivational Interviewing Quotes

Everyone at some point in life have faced rejection and failure, it is part of the process to self realisation.

People are the undisputed experts on themselves. No one has been with them longer, or knows them better than they do themselves. In MI, the helper is a companion who typically does less than half of the talking.

A fool takes no pleasure in understanding, but only in expressing personal opinion. —PROVERBS 18:2

There should be exit interviews for dating. Just a brief evaluation of the highlights and challenges of the relationship, and maybe a few questions like “So what exactly was it that motivated you to dump me?

A great attitude toward your approach to an interview—demonstrated by your good posture—is everything.

A person's success is often limited by the level of their desire to succeed

Where does motivation come from? “It starts with a spark,” Daniel Coyle told me in an interview. “You get a vision of your future self. You see someone you want to become. . . . It’s a very mysterious process.

What someone may lack in talent can be more than made up for in self-motivation, self-direction, and follow-through.

This letter, my very dear Eliza, will not be delivered to you unless I shall first have terminated my earthly career to begin, as I humbly hope from redeeming grace and divine mercy, a happy immortality. If it had been possible for me to have avoided the interview, my love for you and my precious children would have been alone a decisive motive. But it was not possible without sacrifices which would have rendered me unworthy of your esteem. I need not tell you of the pangs I feel from the idea of quitting you and exposing you to the anguish which I know you would feel. Nor could I dwell on the topic lest it should unman me. The consolations of religion, my beloved, can alone support you and these you have a right to enjoy. Fly to the bosom of your God and be comforted. With my last idea, I shall cherish the sweet hope of meeting you in a better world. Adieu best of wives and best of women. Embrace all my darling children for me. Ever yours A H72

Recently I interviewed a psychopath. This is always a humbling experience because it teaches over and over how much of human motivation and experience is outside my narrow range. Despite the psychopath's lack of conscience and lack of empathy for others, he is inevitably better at fooling people than any other type of offender. I suppose conscience just slows you down. A child convicted molester, this particular one made friends with a correctional officer who invited him to live in his home after he was released - despite the fact the officer had a nine-year-old daughter. The officer and his wife were so taken with the offender that, after the offender lived with them for a few months, they initiated adoption proceedings- adoption for a man almost their age. Of course, he was a child molester living in the same house as a child. Not surprisingly, he molested the daughter the entire time he lived there. [...] What these experiences taught have me is that even when people are warned of a previously founded case of even a conviction, they still routinely underestimate the pathology with which they are dealing.

In our twenties we have conflicts. We think everything is either-or, black or white: we are caught between them and we lose all our energy in the conflicts. My answer, later on in maturity, was to do them all. Not to exclude any, not to make a choice. I wanted to be everything. And I took everything in, and the more you take in, the more strength you find waiting to accomplish things and to expand your life, instead of the other (which is what we have been taught to do) which is to look for structure and to fear change, above all to fear change. Now I didn't fear change.

If someone wanted to be a runner, you don't tell them to think about running, you tell them to run. And the same simple idea applies to writing, I hope.

Motivational interviewing requires a genuine desire to help people reach their goals.

I would rather walk the sidewalk in front of a person's office for two hours before an interview than step into that office without a perfectly clear idea of what I was going to say and what that person—from my knowledge of his or her interests and motives—was likely to answer.

There is a point where, as a writer, you grow to hate your characters, their stupid motivations, and their whiny inner dialogues. The only solution I have found to deal with that is to kill the character, resurrect him, then kill him again.

On what motivated her: I see it like this. All women are on a leash, because we are all oppressed. But those who get to adulthood without being raped or beaten have a longer leash than those who were. It should be that the ones with the longest leashes do more to help others. But it doesn't work that way, so we are the ones that fight the fight.

There’s a fourth technique of motivational interviewing, which is often recommended for the end of a conversation and for transition points: summarizing. The idea is to explain your understanding of other people’s reasons for change, to check on whether you’ve missed or misrepresented anything, and to inquire about their plans and possible next steps.

Limitations are the illusions of our minds. Every single limit you have is the belief that was created during your childhood or by yourself in adulthood. It was created in your own mind. Marie Forleo said in one of her interviews that our beliefs create our thoughts, and our thoughts create our feelings, and our feelings creates our behavior, and our behavior creates our results. So, to change your life, you have to change your belief, but in order to change your belief, you have to go way back and figure out where it comes from.

Preparation, application and determination are three of the most important factors that enable you to regain your sparkle and shine like never before.

Henri Nouwen (2005) observed that “anyone who willingly enters into the pain of a stranger is truly a remarkable person,” and we agree

Posture Power, when interviewing for a job remember. Poor posture shows uncertainty and a lack of confidence and ability. Good posture conveys confidence and an air of capability.

to sense the client’s inner world of private personal meanings as if it were your own, but without ever losing the ‘as if’ quality

There are few things more important than being prepared—for an interview, an important meeting, selling your home, a new baby—the list goes on.

He who loves his job, will own it.

The only private sector industry where employees work with their lives on stake for the interest of common people is media industry.

Being prepared and sharing your knowledge earns the confidence of those who are interviewing you, depend on your expertise, or seek you out for solutions, answers, or presentations.

Part of the beauty of motivational interviewing is that it generates more openness in both directions. Listening can encourage others to reconsider their stance toward us, but it also gives us information that can lead us to question our own views about them. If we take the practices of motivational interviewing seriously, we might become the ones who think again.

Motivated as they were by serious illnesses both physical and mental, the people I interviewed realized that in thinking new thoughts, they had to go all the way. To become a changed person, they would have to rethink themselves into a new life. All of those who restored their health to normal did so after making a conscious decision to reinvent themselves. Breaking

Seeing my book mentioned in different interviews and posts is an indescribable feeling. I’ll never take this love for granted. Whatever you’re creating right now, keep going. It is never too late.

There can be no question that Musk has mastered the art of getting the most out of his employees. Interview three dozen SpaceX engineers and each one of them will have picked up on a managerial nuance that Musk has used to get people to meet his deadlines. One example from Brogan: Where a typical manager may set the deadline for the employee, Musk guides his engineers into taking ownership of their own delivery dates. “He doesn’t say, ‘You have to do this by Friday at two P.M.,’” Brogan said. “He says, ‘I need the impossible done by Friday at two P.M. Can you do it?’ Then, when you say yes, you are not working hard because he told you to. You’re working hard for yourself. It’s a distinction you can feel. You have signed up to do your own work.” And by recruiting hundreds of bright, self-motivated people, SpaceX has maximized the power of the individual. One person putting in a sixteen-hour day ends up being much more effective than two people working eight-hour days together. The individual doesn’t have to hold meetings, reach a consensus, or bring other people up to speed on a project. He just keeps working and working and working. The ideal SpaceX employee is someone like Steve Davis, the director of advanced projects at SpaceX. “He’s been working sixteen hours a day every day for years,” Brogan said. “He gets more done than eleven people working together.

If you treat an individual as he is, he will stay as he is, but if you treat him as if he were what he ought to be and could be, he will become what he ought to be and could be. —JOHANN WOLFGANG VON GOETHE

The Edsel was a classic case of the wrong car for the wrong market at the wrong time. It was also a prime example of the limitations of market research, with its ‘depth interviews’ and ‘motivational’ mumbo-jumbo.

By the time we had completed our initial round of interviews, we knew what type of person could do such a thing, and three words seemed to characterize the motivations of every one of our offenders: Manipulation. Domination. Control.

She’s obviously a Motive expert, whereas I’m a more recent convert to the true-crime arm of journalism. Truth be told, I wasn’t expecting to land an interview for this internship. My application was … unconventional, to say the least. Desperate times and all that.

I thought to do something good by giving an interview to People, which was exceedingly foolish of me. I asked Aaron [Asher] to tell you that the Good Intentions Paving Company had fucked up again. The young interviewer turned my opinions inside out, cut out the praises and made it all sound like disavowal, denunciation and excommunication. Well, we're both used to this kind of thing, and beyond shock. In agreeing to take the call, and make a statement I was simply muddle-headed. But if I had been interviewed by an angel for the Seraphim and Cherubim Weekly I'd have said, as I actually did say to the crooked little slut, that you were one of our very best and most interesting writers. I would have added that I was greatly stimulated and entertained by your last novel, and that of course after three decades I understood perfectly well what you were saying about the writer's trade - how could I not understand, or miss suffering the same pains. Still our diagrams are different, and the briefest description of the differences would be that you seem to have accepted the Freudian explanation: A writer is motivated by his desire for fame, money and sexual opportunities. Whereas I have never taken this trinity of motives seriously. But this is an explanatory note and I don't intend to make a rabbinic occasion of it. Please accept my regrets and apologies, also my best wishes. I'm afraid there's nothing we can do about the journalists; we can only hope that they will die off as the deerflies do towards the end of August.

When some bigoted white people heard the message of Donald Trump and others in the GOP that their concerns mattered, that the fear generated by their own biases had a target in Mexican and Muslim immigrants, many embraced the GOP to their own detriment. We talk at length about the 53 percent of white women who supported the Republican candidate for president, but we tend to skim past the reality that many white voters had been overtly or passively supporting the same problematic candidates and policies for decades. Researchers point to anger and disappointment among some whites as a result of crises like rising death rates from suicide, drugs, and alcohol; the decline in available jobs for those who lack a college degree; and the ongoing myth that white people are unfairly treated by policies designed to level the playing field for other groups—policies like affirmative action. Other studies have pointed to the appeal of authoritarianism, or plain old racism and sexism. Political scientist Diana Mutz said in an interview in Pacific Standard magazine that some voters who switched parties to vote for Trump were motivated by the possibility of a fall in social status: “In short, they feared that they were in the process of losing their previously privileged positions.

Rejected from a job interview, dumped by your lover, got low marks in exam, losing on every front of life... Don't you think these are most common heartbreaking moments of our life? We keep thinking that we don't have enough happiness in our life, but trust me, happiness is never enough if you keep comparing your downfall with someone's rising. Live free.

By the end of the interview while the investigators felt more secure, they were in fact more confused. They had had a better understanding of Tulshuk Lingpa, his motives and his intentions before they ever laid eyes on him. Tulshuk Lingpa had that ability. Fact and fiction, truth and its opposite were not to be held in the hands and weighed as much as juggled.

A whim is an emotion whose cause you neither know nor care to discover. Now what does it mean, to act on whim? It means that a man acts like a zombie, without any knowledge of what he deals with, what he wants to accomplish, or what motivates him. It means that a man acts in a state of temporary insanity. Is this what you call juicy or colorful? I think the only juice that can come out of such a situation is blood. To act against the facts of reality can result only in destruction.

A lot of time and energy went into dismantling the dynamic between Arthur and Ben, identifying the leader of the pack. Understanding their motives would bring closure to the community, and the information could prevent a recurrence at another school. The country’s most renowned psychologists examined the evidence collected in the aftermath of the attack on Bradley—Ben’s and Arthur’s journals, their academic records, interviews with neighbors and friends of the family—and every single one arrived at the same conclusion: Arthur called it.

Helpers want to help, to set things right, to get people on the road to health and wellness. Seeing people head down a wrong path stimulates a natural desire to get out in front of them and say, “Stop! Go back! Don’t you see? There is a better way over there!,” and it is done with the best of intentions, with one’s heart in the right place. We call this the “righting reflex”—the desire to fix what seems wrong with people and to set them promptly on a better course, relying in particular on directing. What could possibly be wrong with that?

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.

Self-Management If you can read just one book on motivation—yours and others: Dan Pink, Drive If you can read just one book on building new habits: Charles Duhigg, The Power of Habit If you can read just one book on harnessing neuroscience for personal change: Dan Siegel, Mindsight If you can read just one book on deep personal change: Lisa Lahey and Bob Kegan, Immunity to Change If you can read just one book on resilience: Seth Godin, The Dip Organizational Change If you can read just one book on how organizational change really works: Chip and Dan Heath, Switch If you can read just two books on understanding that change is a complex system: Frederic Laloux, Reinventing Organizations Dan Pontefract, Flat Army Hear interviews with FREDERIC LALOUX, DAN PONTEFRACT, and JERRY STERNIN at the Great Work Podcast. If you can read just one book on using structure to change behaviours: Atul Gawande, The Checklist Manifesto If you can read just one book on how to amplify the good: Richard Pascale, Jerry Sternin and Monique Sternin, The Power of Positive Deviance If you can read just one book on increasing your impact within organizations: Peter Block, Flawless Consulting Other Cool Stuff If you can read just one book on being strategic: Roger Martin and A.G. Lafley, Playing to Win If you can read just one book on scaling up your impact: Bob Sutton and Huggy Rao, Scaling Up Excellence If you can read just one book on being more helpful: Edgar Schein, Helping Hear interviews with ROGER MARTIN, BOB SUTTON, and WARREN BERGER at the Great Work Podcast. If you can read just two books on the great questions: Warren Berger, A More Beautiful Question Dorothy Strachan, Making Questions Work If you can read just one book on creating learning that sticks: Peter Brown, Henry Roediger and Mark McDaniel, Make It Stick If you can read just one book on why you should appreciate and marvel at every day, every moment: Bill Bryson, A Short History of Nearly Everything If you can read just one book that saves lives while increasing impact: Michael Bungay Stanier, ed., End Malaria (All money goes to Malaria No More; about $400,000 has been raised so far.) IF THERE ARE NO STUPID QUESTIONS, THEN WHAT KIND OF QUESTIONS DO STUPID PEOPLE ASK?

Victoria Lane: What hints or tips would you give for other artists who are starting a negotiation with an institution for their archive? Barbara Stevini: I would tell them they need to work out what would they like their archive to do and for whom. It's actually the same questions I would ask when going into any institution or doing a placement - what is the context? What is the motivation I have for a placement there? What is the motivation of that hosting organisation to receive it? Is there any fusion of appropriately motivated endeavor from which something can happen from the placement of an archive here, for both parties concerned? I think those questions to be asked about doing anything at all, otherwise you're contaminating the planet aren't you?

Interviewer: What helps to sustain you while you're climbing? Is there a particular Bible verse, or, song or song verse? Poem maybe? Mekael: That's a good question. Thoughts of my three sons, are my constant companions. Thoughts of them, help to keep me focused. As for other sources of inspiration....I'm a music lover. I think all Mountaineers and Poets are music lovers, so, when I'm climbing, I'm either in a Tupac zone, or I may be in a Linkin Park or Creed zone. Interviewer: Any song or verse in particular? Mekael: When during a climb, everything has aligned, Creed's 'Higher' pops into my head. I dig the part in the chorus when they sing..... 'Up high I feel like I'm, alive for the, very first time Set up high, I'm strong enough To take these dreams And make them mine

We did not undertake systematic interviews with people now below the age of thirty-five, but in many of the interviews with their parents' generation we heard a bemused recognition that younger people who did not experience these events have very little interest in what happened in that long-ago time; and may even express hostility toward parents who dreamed of a new society. They are interested in the same activities and ideas as young people the world over - dancing, loving, listening to (mostly American) music, dressing in fashion, buying the latest gadgets, attending school and developing career ambitions. The past - even though it is the immediate past of their parents - holds for them no appeal, and they have little sympathy for its victims. Consumerism, not politics, is their passion; consumption, not citizenship, motivates them.

Looking back on all my interviews for this book, how many times in how many different contexts did I hear about the vital importance of having a caring adult or mentor in every young person’s life? How many times did I hear about the value of having a coach—whether you are applying for a job for the first time at Walmart or running Walmart? How many times did I hear people stressing the importance of self-motivation and practice and taking ownership of your own career or education as the real differentiators for success? How interesting was it to learn that the highest-paying jobs in the future will be stempathy jobs—jobs that combine strong science and technology skills with the ability to empathize with another human being? How ironic was it to learn that something as simple as a chicken coop or the basic planting of trees and gardens could be the most important thing we do to stabilize parts of the World of Disorder? Who ever would have thought it would become a national security and personal security imperative for all of us to scale the Golden Rule further and wider than ever? And who can deny that when individuals get so super-empowered and interdependent at the same time, it becomes more vital than ever to be able to look into the face of your neighbor or the stranger or the refugee or the migrant and see in that person a brother or sister? Who can ignore the fact that the key to Tunisia’s success in the Arab Spring was that it had a little bit more “civil society” than any other Arab country—not cell phones or Facebook friends? How many times and in how many different contexts did people mention to me the word “trust” between two human beings as the true enabler of all good things? And whoever thought that the key to building a healthy community would be a dining room table? That’s why I wasn’t surprised that when I asked Surgeon General Murthy what was the biggest disease in America today, without hesitation he answered: “It’s not cancer. It’s not heart disease. It’s isolation. It is the pronounced isolation that so many people are experiencing that is the great pathology of our lives today.” How ironic. We are the most technologically connected generation in human history—and yet more people feel more isolated than ever. This only reinforces Murthy’s earlier point—that the connections that matter most, and are in most short supply today, are the human-to-human ones.

I saw her as soon as I pulled into the parking lot. This beautiful woman with a gigantic smile on her face was just about bouncing up and down despite the orthopedic boot she had on her foot as she waved me into a parking space. I felt like I’d been hit in the gut. She took my breath away. She was dressed in workout clothes, her long brown hair softly framing her face, and she just glowed. I composed myself and got out of the car. She was standing with Paul Orr, the radio host I was there to meet. Local press had become fairly routine for me at this point, so I hadn’t really given it much thought when I agreed to be a guest on the afternoon drive-time show for WZZK. But I had no idea I’d meet her. Paul reached out his hand and introduced himself. And without waiting to be introduced she whipped out her hand and said, “Hi! I’m Jamie Boyd!” And right away she was talking a mile a minute. She was so chipper I couldn’t help but smile. I was like that little dog in Looney Toons who is always following the big bulldog around shouting, “What are we going to do today, Spike?” She was adorable. She started firing off questions, one of which really caught my attention. “So you were in the Army? What was your MOS?” she asked. Now, MOS is a military term most civilians have never heard. It stands for Military Occupational Specialty. It’s basically military code for “job.” So instead of just asking me what my job was in the Army, she knew enough to specifically ask me what my MOS was. I was impressed. “Eleven Bravo. Were you in?” I replied. “Nope! But I’ve thought about it. I still think one day I will join the Army.” We followed Paul inside and as he set things up and got ready for his show, Jamie and I talked nonstop. She, too, was really into fitness. She was dressed and ready for the gym and told me she was about to leave to get in a quick workout before her shift on-air. “Yeah, I have the shift after Paul Orr. The seven-to-midnight show. I call it the Jammin’ with Jamie Show. People call in and I’ll ask them if they’re cryin’, laughin’, lovin’, or leavin’.” I couldn’t believe how into this girl I was, and we’d only been talking for twenty minutes. I was also dressed in gym clothes, because I’d been to the gym earlier. She looked down and saw the rubber bracelet around my wrist. “Is that an ‘I Am Second’ bracelet? I have one of those!” she said as she held up her wrist with the band that means, “I am second after Jesus.” “No, this is my own bracelet with my motto, ‘Train like a Machine,’ on it. Just my little self-motivator. I have some in my car. I’d love to give you one.” “Well, actually, I am about to leave. I have to go work out before my shift,” she reminded me. “You can have this one. Take it off my wrist. This one will be worth more someday because I’ve been sweating in it,” I joked. She laughed and took it off my wrist. We kept chatting and she told me she had wanted to do an obstacle course race for a long time. Then Paul interrupted our conversation and gently reminded Jamie he had a show to do. He and I needed to start our interview. She laughed some more and smiled her way out the door.

would go back to the body dump site. The prison interviews helped us see and understand the wide variety of motivation and behavior among serial killers and rapists. But we saw some striking common denominators as well. Most of them come from broken or dysfunctional homes. They’re generally products of some type of abuse, whether it’s physical abuse, sexual abuse, emotional abuse, or a combination. We tend to see at a very early age the formation of what we refer to as the “homicidal triangle” or “homicidal triad.” This includes enuresis—or bed-wetting—at an inappropriate age, starting fires, and cruelty to small animals or other children. Very often, we found, at least two of these three traits were present, if not all three. By the time we see his first serious crime, he’s generally somewhere in his early to mid-twenties. He has low self-esteem and blames the rest of the world for his situation. He already has a bad track record, whether he’s been caught at it or not. It may be breaking and entering, it may have been rape or rape attempts. You may see a dishonorable discharge from the military, since these types tend to have a real problem with any type of authority. Throughout their lives, they believe that they’ve been victims: they’ve been manipulated, they’ve been dominated, they’ve been controlled by others. But here, in this one situation, fueled by fantasy, this inadequate, ineffectual nobody can manipulate and dominate a victim of his own; he can be in control. He can orchestrate whatever he wants to do to the victim. He can decide whether this victim should live or die, how the victim should die. It’s up to him; he’s finally calling the shots.

I once overheard a Kohlberg-style moral judgment interview being conducted in the bathroom of a McDonald’s restaurant in northern Indiana. The person interviewed—the subject—was a Caucasian male roughly thirty years old. The interviewer was a Caucasian male approximately four years old. The interview began at adjacent urinals: INTERVIEWER: Dad, what would happen if I pooped in here [the urinal]? SUBJECT: It would be yucky. Go ahead and flush. Come on, let’s go wash our hands. [The pair then moved over to the sinks] INTERVIEWER: Dad, what would happen if I pooped in the sink? SUBJECT: The people who work here would get mad at you. INTERVIEWER: What would happen if I pooped in the sink at home? SUBJECT: I’d get mad at you. INTERVIEWER: What would happen if you pooped in the sink at home? SUBJECT: Mom would get mad at me. INTERVIEWER: Well, what would happen if we all pooped in the sink at home? SUBJECT: [pause] I guess we’d all get in trouble. INTERVIEWER: [laughing] Yeah, we’d all get in trouble! SUBJECT: Come on, let’s dry our hands. We have to go. Note the skill and persistence of the interviewer, who probes for a deeper answer by changing the transgression to remove the punisher. Yet even when everyone cooperates in the rule violation so that nobody can play the role of punisher, the subject still clings to a notion of cosmic justice in which, somehow, the whole family would “get in trouble.” Of course, the father is not really trying to demonstrate his best moral reasoning. Moral reasoning is usually done to influence other people (see chapter 4), and what the father is trying to do is get his curious son to feel the right emotions—disgust and fear—to motivate appropriate bathroom behavior.

Everywhere you look with this young lady, there’s a purity of motivation,” Shultz told him. “I mean she really is trying to make the world better, and this is her way of doing it.” Mattis went out of his way to praise her integrity. “She has probably one of the most mature and well-honed sense of ethics—personal ethics, managerial ethics, business ethics, medical ethics that I’ve ever heard articulated,” the retired general gushed. Parloff didn’t end up using those quotes in his article, but the ringing endorsements he heard in interview after interview from the luminaries on Theranos’s board gave him confidence that Elizabeth was the real deal. He also liked to think of himself as a pretty good judge of character. After all, he’d dealt with his share of dishonest people over the years, having worked in a prison during law school and later writing at length about such fraudsters as the carpet-cleaning entrepreneur Barry Minkow and the lawyer Marc Dreier, both of whom went to prison for masterminding Ponzi schemes. Sure, Elizabeth had a secretive streak when it came to discussing certain specifics about her company, but he found her for the most part to be genuine and sincere. Since his angle was no longer the patent case, he didn’t bother to reach out to the Fuiszes. — WHEN PARLOFF’S COVER STORY was published in the June 12, 2014, issue of Fortune, it vaulted Elizabeth to instant stardom. Her Journal interview had gotten some notice and there had also been a piece in Wired, but there was nothing like a magazine cover to grab people’s attention. Especially when that cover featured an attractive young woman wearing a black turtleneck, dark mascara around her piercing blue eyes, and bright red lipstick next to the catchy headline “THIS CEO IS OUT FOR BLOOD.” The story disclosed Theranos’s valuation for the first time as well as the fact that Elizabeth owned more than half of the company. There was also the now-familiar comparison to Steve Jobs and Bill Gates. This time it came not from George Shultz but from her old Stanford professor Channing Robertson. (Had Parloff read Robertson’s testimony in the Fuisz trial, he would have learned that Theranos was paying him $500,000 a year, ostensibly as a consultant.) Parloff also included a passage about Elizabeth’s phobia of needles—a detail that would be repeated over and over in the ensuing flurry of coverage his story unleashed and become central to her myth. When the editors at Forbes saw the Fortune article, they immediately assigned reporters to confirm the company’s valuation and the size of Elizabeth’s ownership stake and ran a story about her in their next issue. Under the headline “Bloody Amazing,” the article pronounced her “the youngest woman to become a self-made billionaire.” Two months later, she graced one of the covers of the magazine’s annual Forbes 400 issue on the richest people in America. More fawning stories followed in USA Today, Inc., Fast Company, and Glamour, along with segments on NPR, Fox Business, CNBC, CNN, and CBS News. With the explosion of media coverage came invitations to numerous conferences and a cascade of accolades. Elizabeth became the youngest person to win the Horatio Alger Award. Time magazine named her one of the one hundred most influential people in the world. President Obama appointed her a U.S. ambassador for global entrepreneurship, and Harvard Medical School invited her to join its prestigious board of fellows.

As recounted in his book It’s Your Ship, one of Captain Abrashoff’s first moves was to interview every one of the 310 crew members on the ship. He learned their personal histories and their motivations for joining the navy, and he sought their opinions about the Benfold: What do you like most? Least? What would you change if you could?

Miller, W. R., & Rollnick, S. (2013). Motivational interviewing: Helping people change (3rd ed.). New York: Guilford Press.

Motivational interviewing is a collaborative conversation style for strengthening a person’s own motivation and commitment to change.

Personal loss is the greatest motivator to a call for action!

One of the best ways to ensure that you are creating an effective main character is to spend some time really getting to know her. Some writers do this by writing a simple character sketch about their main character, detailing her likes and dislikes, her goal, her motivation, her age and personal history, and her physical qualities. (The character worksheet on page 90 guides you in writing a character sketch.) Other writers find it easier to let their characters “talk” to them by writing a letter from their main character to themselves. Some writers prefer “interviewing” the main character as if she were actually in the same room. Still others write a character statement in which the character speaks in first person about herself. These latter exercises have the advantage of actually establishing that character's voice. Both methods will allow you to get to know your character more intimately. And, while all of the character traits and details that you develop during this exercise probably won't be worked into the story, you'll know them, and this will help you maintain your character consistently and help you focus the character's motivation.

If they aren’t asking for information, what are they asking for?  They are saying they are stuck and can’t gather enough traction to get unstuck.  They are saying that they are not able to choose because they lack the wherewithal to take action.  They need a charge, a spark, an incentive, and they need it from within themselves.  A well-placed why provides this spark. Not

these four person-centered conditions convey what we mean by “acceptance.” One honors each person’s absolute worth and potential as a human being, recognizes and supports the person’s irrevocable autonomy to choose his or her own way, seeks through accurate empathy to understand the other’s perspective, and affirms the person’s strengths and efforts.

developing compassion: There is a developmental process for cultivating compassion for others. . . . The first step is knowledge. . . . Then you need to constantly reflect and internalize this knowledge . . . to the point where it will become a conviction. It becomes integrated into your state of mind. . . . Then you get to a point where it becomes spontaneous. (The Dalai Lama & Ekman, 2008, pp.

Hoping to apply what few marketable skills I'd acquired in school, I used my undergraduate's Hebrew to check into options in Israel. I was eager to travel, open to adventure, but as a non-Jew, I found that my possible motives were a cause for concern. In more than one interview I was asked a question that I would eventually hear word for word from Malpesh himself: Are you some sort of missionary? To my prospective employers I tried to explain that if I was to convert anyone it would only be to a nebulous wishy-washy agnosticism, but this honest answer did not earn me many callbacks.

You must fall in love with your job, over and over again, to own it.

As Mussolini said in an interview in 1932, “It is faith that moves mountains, not reason. Reason is a tool, but it can never be the motive force of the crowd.

cultural values can be discussed as potential barriers to change, as well as building on them in the service of change.

An interview is either a lesson or a blessing. You either use it as practice or you get a great job.

If you just focus on being liked by them, how can you truly join a company that deserves you? You've got to have some standards. You must be assessing them, too. And if things don't work out because they're not up to your standards, then you've probably done yourself a huge favor.

It's either in writing or it's nothing.

No one is a lost cause. And it hurts seeing people get dismissed because at one point in their career they had a setback and might have not been able to stand back up. As time passes, they fall even deeper into hopelessness. It could have been anyone of us and you know it.

Typical topics covered within user interviews include: Background (such as ethnographic data) The use of technology in general The use of the product The user’s main objectives and motivations

Deke proposed a system which had been used in previous selections, and with minor modifications we agreed. It was a thirty-point system divided equally into three parts: academics, pilot performance, character and motivation. “Academics” was really a misnomer, as an examination of its components will reveal: IQ score—one point; academic degrees, honors, and other credentials—four points; results of NASA-administered aptitude tests—three points; and results of a technical interview—two points. Pilot performance broke down into: examination of flying records (total time, type of airplane, etc.)—three points; flying rating by test pilot school or other supervisors—one point; and results of technical interview—six points. Character and motivation was not subdivided, but the entire ten-point package was examined in the interview, and the victim’s personality was an important part of it. Hence, of the thirty points (the maximum a candidate could earn), eighteen could be awarded during the all-important interview. My recollection is that we spent an hour per man, using roughly forty-five minutes to quiz him and fifteen in a postmortem. We sat all day long in a stuffy room in the Rice Hotel, interviewing from early morning to early evening, for one solid week.

There are certain things you can only understand by creating them yourself.

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.

One of the common threads you’ll see among the women I interviewed in this book, and among the many successful female entrepreneurs, is that when asked what is inspiring them right now, the answer is themselves. Strong and successful women do not wait for inspiration to strike; they become their own inspiration. They are fiercely motivated by their own journeys. When I look back on my own life, I am very impressed with how I’ve built myself back up after so many difficult times. My twenties were a major growth period for me, plagued with insecurity and self-doubt for much of that time. I spent a long time in a relationship where I allowed myself to be manipulated and controlled; my self-esteem was shredded to pieces by

Pekwa Nicholas Mohlala BA GA MOHLALA IN SCHOONOORD HISTORY SOURCES AND RESEARCHERS Our sources for our ongoing research on the history of Ba Ga Mohlala in Schoonoord The main sources that we use in our ongoing researches on the history of Ba Ga Mohlala in Schoonoord are government official records, archival records, and oral evidence. There are few archival records on the history on the history of Ba Ga Mohlala in general, Banareng, and Batlokwa Ba Lethebe. There are also very few published documents (especially books and others forms of researched publications) on Ba Ga Mohlala in general, Banareng, and Batlokwa Ba Lethebe, and this is one of the principal motivations for the need to record the history of Ba Ga Mohlala in general, Banareng, and Batlokwa Ba Lethebe. Therefore, the bulk of secondary are the available general works of South African History, and most of such works deal scantily with the history of Ba Ga Mohlala, Banareng, and Batlokwa Ba Lethebe, that is because those general works mainly deal with South African tribes in general rather  than Ba Ga Mohlala, Banareng, and Batlokwa Ba Lethebe in particular. As such those sources are used to contextualize the history of Ba Ga Mohlala, Banareng, and Batlokwa Ba Lethebe, and are mostly used to develop theorical framework. Oral evidence forms an important part of our researches. That is because most of the history of clans, and tribes in South Africa, such as Ba Ga Mohlala, Banareng, and Batlokwa Ba Lethebe was not written and it is expected that very few written records do exist on their history. As a result, the few written records which are available are used in conjunction with oral evidence. Most importantly, the other sources which have been mentioned thus far are used to corroborate oral information, and vice versa. Thus, the combination of all these sources result in a more balanced and objective study of the history of Ba Ga Mohlala, Banareng, and Batlokwa Ba Lethebe. Because oral information is one of the core sources of our studies in the history of Ba Ga Mohlala, Banareng, and Batlokwa Ba Lethebe, best practices in oral research are thoroughly  followed in order to achieve the best possible outcome possible. Like any other forms of collecting evidence, and as well as other sources of information, oral evidence has its own problem areas and some benefits, and there are also processes of dealing with those problem areas. There are three main problem areas of oral history. Firstly, the limitations of the interviewee which include, unreliability of memory, deliberate falsification, unfairness through vindictiveness, excessive discretion, superficiality and gossip, oversimplification, distortion of interviewee's role, lack of perspective, distortion due to to personal feelings, self-consciousness, influence of hindsight, and repetition of published evidence. Secondly, the interviewer has limitations which include, unrepresantative sampling, biased questioning, difference and bias towards the intreviews, and interviews as a replacement for reading documents. The third and last problem areas of oral is about the limitations inherent in the nature of intetviewing itself which include, misinterpretation of what the interviewee have said, inability of oral history to verified by others, interview transcripts missing the essence of the interview, impossibility of true communication, and dependence on survivors and those who agree to be interviewed.

Please remember, these homeless or long-term unemployed people were not born this way, they had an accident that brought them to where they are today. Allow them to one day tell the story of this perfect stranger who changed their life without asking for anything in return.

You know, Ahmed, I'm not looking for a job. I'm looking for fulfillment. And for me, there are only two ingredients: knowing that my work means something for others, and the company's culture.

Think of yourself as a seed, and a company culture is the soil. You won't grow in just any soil. Some soil is made for you, some isn't. And good companies are very much aware of what seed they're planting if they want to see the fruits one day.

In motivational interviewing, there’s a distinction between sustain talk and change talk. Sustain talk is commentary about maintaining the status quo. Change talk is referencing a desire, ability, need, or commitment to make adjustments. When contemplating a change, many people are ambivalent—they have some reasons to consider it but also some reasons to stay the course. Miller and Rollnick suggest asking about and listening for change talk, and then posing some questions about why and how they might change.

Motivational interviewing pioneers Miller and Rollnick have long warned that the technique shouldn’t be used manipulatively. Psychologists have found that when people detect an attempt at influence, they have sophisticated defense mechanisms. The moment people feel that we’re trying to persuade them, our behavior takes on a different meaning. A straightforward question is seen as a political tactic, a reflective listening statement comes across as a prosecutor’s maneuvering, an affirmation of their ability to change sounds like a preacher’s proselytizing.

A great deal of original research, much of it conducted by Western-trained Saudi sociologists, went into finding out who joined al-Qaeda and what motivated them. The results, gathered from scores of interviews, made interesting reading. These Saudi terrorists were, for the most part, urban high-school graduates in their twenties from lower middle-class backgrounds. Most were unmarried and had jobs with steady, but modest, incomes. Most had been to Afghanistan or had relatives who had been on jihad abroad. They were motivated not by oppression at home but largely by events outside of Saudi Arabia, and what the sociologists called “humiliation rage.” Fueled by religious zeal, this boiled down to a three-part agenda: defend foreign Muslims who were being abused by non-Muslims; get the foreigners and their non-Islamic values out of Saudi Arabia; and overthrow the Al Saud, who were clearly aligned with the non-Muslim foreigners.

Complex systems require a near infinite range of dynamics in order to sustain the system. Our reality membrane is form fitted to the complexity of our universe, which in turn created the environment of earth and its various life forms. Yes, our mistakes, our individuality, are a central part of our ability as a species to sustain itself in the face of a complex, interconnected structure of the quantum world and the cosmos. “The selfish motivations harvest the experience that facets our consciousness, which in turn are harvested by the unification force and used to transform reality membranes into passages through which a species can return to the God state. The mistakes weigh equally in this process, as do the unselfish contributions. Nothing is wasted.

Motivational interviewing pioneers Miller and Rollnick

motivational interviewing has a statistically and clinically meaningful effect on behavior change in roughly three out of four studies, and psychologists and physicians using it have a success rate of four in five. There aren’t many practical theories in the behavioral sciences with a body of evidence this robust.

When people ignore advice, it isn’t always because they disagree with it. Sometimes they’re resisting the sense of pressure and the feeling that someone else is controlling their decision. To protect their freedom, instead of giving commands or offering recommendations, a motivational interviewer might say something along the lines of “Here are a few things that have helped me—do you think any of them might work for you?

Motivational interviewing starts with an attitude of humility and curiosity. We don’t know what might motivate someone else to change, but we’re genuinely eager to find out. The goal isn’t to tell people what to do; it’s to help them break out of overconfidence cycles and see new possibilities. Our role is to hold up a mirror so they can see themselves more clearly, and then empower them to examine their beliefs and behaviors. That can activate a rethinking cycle, in which people approach their own views more scientifically. They develop more humility about their knowledge, doubt in their convictions, and curiosity about alternative points of view.

motivational interviewing. The central premise is that we can rarely motivate someone else to change. We’re better off helping them find their own motivation to change.

The process of motivational interviewing involves three key techniques: Asking open-ended questions Engaging in reflective listening Affirming the person’s desire and ability to change

I tend to have really interested conversations with employers. They enjoy my interviews and they always last a little longer than norm for i have so much to say and as one said, i am but a breath of fresh air. I was asked what motivates me? I told them my children. When i was a child, i wanted to be like Oprah. I want to be the kind of person my children will be aspire to be. I want my daughter to say she wants to be like me.

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.

PERSONAL PROFILE FOR EFFECTIVE COMMUNICATION Consider the following list of twelve characteristics that are central to communicating both in an interview and on the job. If you feel you are lacking in a particular category, you can use the explanations and suggestions given to enhance your interactive ability in the workplace. 1. Activation of PMA. Use positive thinking techniques such as internal coaching. 2. Physical appearance. Make sure to dress appropriately for the event. In most interviews, business attire (a suit or sport coat and tie for men; a suit, dress, or tailored pants for women) is recommended. What you wear to the interview communicates not only how important the event is to you but your ability to assess a situation and how you should behave in it. Appropriate grooming is essential, both in an interview and on the job. 3. Posture. Carry yourself with confidence. Let your posture communicate that you are a winner. Keep your face on a vertical plane, spine straight, shoulders comfortably back. By simply straightening up and using the diaphragmatic breathing you learned in Chapter 6 (which proper posture encourages), you will feel much better about yourself. Others will perceive you in a more positive light as well. 4. Rate of speech. Your rate of speech ought to be appropriate for the specific situation and person or persons it is intended for. Too fast is annoying, and too slow is boring. A good way to pace your speech is to speak at close to the rate of the person who is talking to you. 5. Eye contact. Absolutely essential for successful communication. Occasionally, you should avert your gaze briefly in order to avoid staring. But try not to look down at your lap or let your eyes wander all around the room as you speak. This suggests a lack of confidence and an inability to stay on track. 6. Facial expressions. You gain more credibility when you are open and expressive. The warmer personality will seem stronger and more confident. And perhaps most important, remember to smile in conversation. If you seem interested and enthusiastic, it will enhance the chemistry between you and the interviewer or your supervisor. You can develop the ability to use facial expressions to your advantage through a kind of biofeedback that makes use of the mirror and continuously experimenting in real life. Look at your reflection for several minutes. Practice being relaxed and create the expressions that are appropriate. Do you look interested? Alert? Motivated? Practice responding to an interviewer. Impress the “muscle memory” of these expressions into your mind.

Why do some of us work hard and some of us sit on our asses all day? Dan Pink, a New York Times and Wallstreet Journal bestselling author, argues that there are three main motivators―and they’re not what you think. Money doesn’t make the list. In fact, money can be a demotivator. It turns out that once you get beyond work that only requires rudimentary cognitive skill, higher monetary rewards are inversely related to performance. Instead, emotion becomes the driving force. More specifically, Pink defines the three main motivators as autonomy, mastery, and purpose.2 This has been backed up by numerous scientific studies. Here’s one: “Psychologists Teresa Amabile and Steven Kramer interviewed over 600 managers and found a shocking result. 95 percent of managers misunderstood what motivates employees. They thought what motivates employees was making money, getting raises and bonuses. In fact, after analyzing over 12,000 employee diary entries, they discovered that the number one work motivator was emotion, not financial incentive: It’s the feeling of making progress every day toward a meaningful goal.”3 Consider what this means. If you aren’t hardworking, maybe it’s not because you’re lazy, but because you hate what you’re working on! I believe there’s a hustler in all of us. It isn’t about your genetic makeup. It’s about your environment and the emotional state in which you’re operating. If you’re having trouble getting up in the morning and going to work, there’s a good chance you’d be happier hustling. You just need to find the right thing to be hustling toward, and the right people to support you. If you had all the free time in the world, what would you want to master? What would give you a sense of purpose? What would make your heart beat a little louder? The hustle is somewhere inside you. You just have to find it and set it free.

How do you enter a room? How do you walk into a job interview? How do you approach a sales prospect for the first time? Accomplished leaders know that the way they make an entrance can project their confidence and set the tone for their interaction with others. Use your poise, postures, and gestures to make it grand.

Google Proves Nice Counts. On a quest to discover what it takes to build the "perfect team," Google launched the Project Aristotle initiative to find the answers. Over a period of several years, they surveyed hundreds of teams, conducted interviews, analyzed studies, and observed how team members interacted with one another. Google’s findings revealed that "psychological safety" is the key ingredient for creating a high-functioning team. It nurtures a healthy environment that encourages freedom of expression, engaging communication, empathy for one another, caring, support, respect and, drum roll please . . . BEING NICE!

To cultivate bravery and courage, interview brave people and learn their secrets. Whom do you know that displays courage and confidence? Ask them for their best practices, mimic their actions, follow their steps, utilize their methods. Ask if they will mentor you.

I remember hearing years ago about a centenarian being interviewed on her birthday. She was asked, “Throughout your life, you have witnessed amazing change and innovation. The past one-hundred years have brought the inventions of the car, television, air conditioning, and microwave ovens. What is the most extraordinary change you have seen in your lifetime?” Without missing a beat, she replied, “That a teenager can say “suck” in front of their parents and get away with it!” While cultural norms may have changed with the times, being considerate of fellow human beings is not an antiquated notion; its time hasn't ended. Quite the opposite is true. In our world today, kindness and politeness are needed more than ever.

For more than forty years, Judith Martin has inspired the world with advice on etiquette excellence, proper behavior, and codes of conduct through her critically acclaimed newspaper column, “Miss Manners.” In an interview for her book, Miss Manners Minds Your Business, Mrs. Martin reminds us that “When you go to work, you want a degree of professionalism which does not involve hearing about all of the sordid details of a person’s love life. We are not necessarily all friends, but have a job that needs to be done. A work friend is not always a social friend. One requires distance while the other embraces intimacy.

Be the Inviter “When I began my speaking career, I designed and delivered motivational programs for children teaching them success skills for life. Before going into a middle school one year, I interviewed the principal, Alexis Tibbetts, to ask what words of wisdom her students desperately needed to hear from me. She shared, “Kids can be so cruel. Some of the children never feel included or a part of something special. Please tell them that rather than being lonely and getting their feelings hurt, they can start doing the inviting.” Her words were spot-on. Alexis went on to become a well-loved superintendent of schools in Okaloosa County, Florida. Her words of wisdom were game-changing for her students. They can be game-changing for you as well.

Why is the person coming to see you now? What does he or she want? Ask and listen. 2. What is your sense of how important the client’s goal(s) may be? 3. Be welcoming. Offer a cup of coffee. Look for what you can genuinely appreciate and comment positively about, even something simple, and for other ways to help the client feel welcome. 4. How does the person think you might be able to help? Provide the client with some sense of what to expect. 5. Offer hope. Explain what you do and how it may help. Present a positive and honest picture of changes that others have made and of the efficacy of the services you can offer.

Looking back on all my interviews for this book, how many times in how many different contexts did I hear about the vital importance of having a caring adult or mentor in every young person’s life? How many times did I hear about the value of having a coach—whether you are applying for a job for the first time at Walmart or running Walmart? How many times did I hear people stressing the importance of self-motivation and practice and taking ownership of your own career or education as the real differentiators for success? How interesting was it to learn that the highest-paying jobs in the future will be stempathy jobs—jobs that combine strong science and technology skills with the ability to empathize with another human being? How

I told her to send the agent a letter, explaining that she would be happy to consider answering any questions he might have, but only if he would extend her the minimal courtesy of putting those questions in writing, so that she could also put her answers in writing. What on earth would be so unreasonable about a request like that? Nothing at all. It would enable this woman to think carefully about her answers, possibly obtain the assistance of a lawyer, and check her records to make sure that her answers were accurate. It would also eliminate the very terrible danger, discussed at great length in this book, that the agent might later unintentionally misquote her in ways that could make her statements sound more damaging than they really were. The request was perfectly reasonable—and, I might add, it was exactly what any federal agency will tell you to do if you want to get important information out of them. (“Put it in writing, and we will get back to you in a couple months. Maybe.”) But that was the end of the investigation, as I knew it would be. When the federal agent was advised that my client would not talk to him unless he was willing to put his questions in writing, he angrily replied that he refused to interview anybody that way, and she has not heard from him in months. Just think about that. That tells you just about everything you need to know about the motives of this government agent. He was more than happy to talk to my client as long as he could have the element of surprise and the ability to hold all the cards by asking her a bunch of questions in an informal interview that would not be recorded—and he knew from years of experience that he would have no difficulty getting any jury or judge to believe him if he later testified from his notes about his recollection of that conversation. But when he was asked if he would simply agree to allow the exchange to be put in writing, he refused. That is the kind of unreasonable behavior you can expect when a government agent has become spoiled through years of always having it his way, dealing only with people who are never able to effectively contradict his recollection of exactly what was said, and by whom.   Don’t

An interviewer once asked Bezos why he was motivated to accomplish so much, considering that he had already amassed an exceedingly large fortune. “I have realized about myself that I’m very motivated by people counting on me,” he answered. “I like to be counted on.