Motivational Reviewer Quotes

When you fall short of your goals and dreams ask yourself is it your mindset, perspective, expectations, effort, approach, acceptance, company or a blend of these that needs to change.

So in this letter I am yours. Not Garden’s, not your mission’s, but yours, alone. I am yours in other ways as well: yours as I watch the world for your signs, apophenic as a haruspex; yours as I debate methods, motives, chances of delivery; yours as I review your words by their sequence, their sound, smell, taste, taking care no one memory of them becomes too worn. Yours. Still, I suspect you will appreciate the token.

When we retire at night, we constructively review our day. Were we resentful, selfish, dishonest or afraid? Do we owe an apology? Have we kept something to ourselves which should be discussed with another person at once? Were we kind and loving toward all? What could we have done better? Were we thinking of ourselves most of the time? Or were we thinking of what we could do for others, of what we could pack into the stream of life? But we must be careful not to drift into worry, remorse or morbid reflection, for that would diminish our usefulness to others. After making our review we ask God’s forgiveness and inquire what corrective measures should be taken. On awakening let us think about the twenty-four hours ahead. We consider our plans for the day. Before we begin, we ask God to direct our thinking, especially asking that it be divorced from self-pity, dishonest or self-seeking motives. Under these conditions we can employ our mental faculties with assurance, for after all God gave us brains to use. Our thought-life will be placed on a much higher plane when our thinking is cleared of wrong motives. In thinking about our day we may face indecision. We may not be able to determine which course to take. Here we ask God for inspiration, an intuitive thought or a decision. We relax and take it easy. We don’t struggle. We are often surprised how the right answers come after we have tried this for a while. What used to be the hunch or the occasional inspiration gradually becomes a working part of the mind. Being still inexperienced and having just made conscious contact with God, it is not probable that we are going to be inspired at all times. We might pay for this presumption in all sorts of absurd actions and ideas. Nevertheless, we find that our thinking will, as time passes, be more and more on the plane of inspiration. We come to rely upon it. We usually conclude the period of meditation with a prayer that we be shown all through the day what our next step is to be, that we be given whatever we need to take care of such problems. We ask especially for freedom from self-will, and are careful to make no request for ourselves only. We may ask for ourselves, however, if others will be helped. We are careful never to pray for our own selfish ends. Many of us have wasted a lot of time doing that and it doesn’t work. You can easily see why.

Sometimes the things we do second time around are better and hold more value because we take the time to reflect and review, and revive them through a higher love. Don't be afraid to try again and do-over with greater wisdom, a fresh set of eyes, and a renewed hope. Life is not a straight line of first time successes. It's the road that is paved with failure and seemingly wrong turns that provides us with character, emotional grit and inner muscle to find new perspectives. The only expiry date to your dreams, intentions or goals is the one you allow to soak into your soul.

To begin with, this case should never have come to trial. The state has not produced one iota of medical evidence that the crime Tom Robinson is charged with ever took place... It has relied instead upon the testimony of two witnesses, whose evidence has not only been called into serious question on cross-examination, but has been flatly contradicted by the defendant. Now, there is circumstantial evidence to indicate that Mayella Ewel was beaten - savagely, by someone who led exclusively with his left. And Tom Robinson now sits before you having taken the oath with the only good hand he possesses... his RIGHT. I have nothing but pity in my heart for the chief witness for the State. She is the victim of cruel poverty and ignorance. But my pity does not extend so far as to her putting a man's life at stake, which she has done in an effort to get rid of her own guilt. Now I say "guilt," gentlemen, because it was guilt that motivated her. She's committed no crime - she has merely broken a rigid and time-honored code of our society, a code so severe that whoever breaks it is hounded from our midst as unfit to live with. She must destroy the evidence of her offense. But what was the evidence of her offense? Tom Robinson, a human being. She must put Tom Robinson away from her. Tom Robinson was to her a daily reminder of what she did. Now, what did she do? She tempted a *****. She was white, and she tempted a *****. She did something that, in our society, is unspeakable. She kissed a black man. Not an old uncle, but a strong, young ***** man. No code mattered to her before she broke it, but it came crashing down on her afterwards. The witnesses for the State, with the exception of the sheriff of Maycomb County have presented themselves to you gentlemen, to this court in the cynical confidence that their testimony would not be doubted, confident that you gentlemen would go along with them on the assumption... the evil assumption that all Negroes lie, all Negroes are basically immoral beings, all ***** men are not to be trusted around our women. An assumption that one associates with minds of their caliber, and which is, in itself, gentlemen, a lie, which I do not need to point out to you. And so, a quiet, humble, respectable *****, who has had the unmitigated TEMERITY to feel sorry for a white woman, has had to put his word against TWO white people's! The defendant is not guilty - but somebody in this courtroom is. Now, gentlemen, in this country, our courts are the great levelers. In our courts, all men are created equal. I'm no idealist to believe firmly in the integrity of our courts and of our jury system - that's no ideal to me. That is a living, working reality! Now I am confident that you gentlemen will review, without passion, the evidence that you have heard, come to a decision and restore this man to his family. In the name of GOD, do your duty. In the name of God, believe... Tom Robinson

If the people aren’t motivated, they don’t need to sign up for motivation training – they need a different job!

Every time I get a review, good or bad, it just fills me with motivation to keep on writing.

When we retire at night, we constructively review our day. . . . On awakening let us think about the twenty-four hours ahead. . . . Before we begin, we ask God to direct our thinking, especially asking that it be divorced from self-pity, dishonest or self-seeking motives.

This distinction between empathy and compassion is critical for the argument I’ve been making throughout this book. And it is supported by neuroscience research. In a review article, Tania Singer and Olga Klimecki describe how they make sense of this distinction: “In contrast to empathy, compassion does not mean sharing the suffering of the other: rather, it is characterized by feelings of warmth, concern and care for the other, as well as a strong motivation to improve the other’s well-being. Compassion is feeling for and not feeling with the other.” The

At the level of ego-psychology', wrote Mowrer in his survey on 'Motivation' in the Annual Review for 1952, 'there may be said to be only one master motive: anxiety.

Writers live for reviews. Praise keeps us motivated. Want to kick an author in the ass? Review our books.

The forces that motivate jpgm to write reviews are the same ones that inspire people to edit Wikipedia articles: everyone wants to contribute, and everyone has something to contribute somewhere.

An author must comprehend that their purpose is not to write for sales or reviews but to motivate individuals and the upcoming generation. Sales and everything else will follow when the vision is kept in focus.

Anyone who values truth should stop worshipping reason. We all need to take a cold hard look at the evidence and see reasoning for what it is. The French cognitive scientists Hugo Mercier and Dan Sperber recently reviewed the vast research literature on motivated reasoning (in social psychology) and on the biases and errors of reasoning (in cognitive psychology). They concluded that most of the bizarre and depressing research findings make perfect sense once you see reasoning as having evolved not to help us find truth but to help us engage in arguments, persuasion, and manipulation in the context of discussions with other people. As

By performing a simple Google search, a website review, a visit to their LinkedIn profile, or a media release search on the person you are about to meet, you can find out where they’ve been, what they care about, and where they’re going. Whether you learn an interesting fact about a hobby they enjoy, the breed of their dog, or something you both have in common, it will show that you took the time to research and that you care about them as a person.

[On Love After Love by Derek Walcott] I read this poem often, once a month at least. In the madness and mayhem of modern life, where every man seems committed to an endless search for the approval and esteem of his fellows and peers, no matter what the cost, this poem reminds me of a basic truth: that we are, as we are, "enough". Most of us are motivated deep down by a sense of insufficiency, a need to be better stronger, faster; to work harder; to be more committed, more kind, more self-sufficient, more successful. But this short poem by Derek Walcott is like a declaration of unconditional love. It's like the embrace of an old friend. He brings us to an awareness of the present moment, calm and peaceful, and to a feeling of gratitude for everything we have. I have read it to my dearest friends after dinner once, and to my family at Christmas, and they started crying, which always, unfailingly, makes me cry.

I am yours in other ways as well: yours as I watch the world for your signs, apophenic as a haruspex; yours as I debate methods, motives, chances of delivery; yours as I review your words by their sequence, their sound, smell, taste, taking care no one memory of them becomes too worn. Yours.

On jealousy: You may also need to deal with jealousy. When someone is jealous, they may try to “take it, break it, or denigrate it.” Criticism can originate from jealousy’s ‘denigrate’ motivation. Criticism can also start from someone trying to take your voice, or spirit, and break it. [p. 96]

GiveWell.org reviews hundreds of charities and provides recommendations to donors about which organizations will save the most lives per dollar donated. The website EffectiveAnimalActivism.org was launched in 2012 to provide similar advice for donors wanting to support animal protection causes.

When you’ve invested a lot of time in being accessible and keeping up with what’s happening, it’s easy to conclude that it all has a certain value, even if what you have done might not be important. This is called rationalization. The New York Review of Books labeled the battle between producers of apps “the new opium wars,” and the paper claims that “marketers have adopted addiction as an explicit commercial strategy.” The only difference is that the pushers aren’t peddling a product that can be smoked in a pipe, but rather is ingested via sugar-coated apps. In a way, silence is the opposition to all of this. It’s about getting inside what you are doing. Experiencing rather than overthinking. Allowing each moment to be big enough. Not living through other people and other things. Shutting out the world and fashioning your own silence whenever you run, cook food, have sex, study, chat, work, think of a new idea, read or dance.

These, in review, are the baby steps to owning less: • Write down your goals. • Start decluttering with the easy targets in your lived-in areas. • Then go room by room, tossing out and tidying up. • Eliminate duplicates as you make your circuit. • Share your story with others to keep yourself motivated during and beyond the first steps.

I'm yours in other ways as well: yours as I watch the world for your signs, apophenic as a haruspex; yours as I debate methods, motives, chances of delivery; yours as I review your words by their sequence, their sound, smell, taste, taking care no one memory of them becomes too worn. Yours. Still, I suspect you will appreciate the token.

What was the motivation for the negative hand stencils? Perhaps they were part of religious rituals, or rites of passage. Some academics theorize that the hand stencils were part of hunting rituals. or maybe the hand is just a convenient model situated at the end of the wrist. To me, though, the hand stencils say, 'I was here.' They say, 'You are not new.

There is a vast difference between being a Christian and being a disciple. The difference is commitment. Motivation and discipline will not ultimately occur through listening to sermons, sitting in a class, participating in a fellowship group, attending a study group in the workplace or being a member of a small group, but rather in the context of highly accountable, relationally transparent, truth-centered, small discipleship units. There are twin prerequisites for following Christ - cost and commitment, neither of which can occur in the anonymity of the masses. Disciples cannot be mass produced. We cannot drop people into a program and see disciples emerge at the end of the production line. It takes time to make disciples. It takes individual personal attention. Discipleship training is not about information transfer, from head to head, but imitation, life to life. You can ultimately learn and develop only by doing. The effectiveness of one's ministry is to be measured by how well it flourishes after one's departure. Discipling is an intentional relationship in which we walk alongside other disciples in order to encourage, equip, and challenge one another in love to grow toward maturity in Christ. This includes equipping the disciple to teach others as well. If there are no explicit, mutually agreed upon commitments, then the group leader is left without any basis to hold people accountable. Without a covenant, all leaders possess is their subjective understanding of what is entailed in the relationship. Every believer or inquirer must be given the opportunity to be invited into a relationship of intimate trust that provides the opportunity to explore and apply God's Word within a setting of relational motivation, and finally, make a sober commitment to a covenant of accountability. Reviewing the covenant is part of the initial invitation to the journey together. It is a sobering moment to examine whether one has the time, the energy and the commitment to do what is necessary to engage in a discipleship relationship. Invest in a relationship with two others for give or take a year. Then multiply. Each person invites two others for the next leg of the journey and does it all again. Same content, different relationships. The invitation to discipleship should be preceded by a period of prayerful discernment. It is vital to have a settled conviction that the Lord is drawing us to those to whom we are issuing this invitation. . If you are going to invest a year or more of your time with two others with the intent of multiplying, whom you invite is of paramount importance. You want to raise the question implicitly: Are you ready to consider serious change in any area of your life? From the outset you are raising the bar and calling a person to step up to it. Do not seek or allow an immediate response to the invitation to join a triad. You want the person to consider the time commitment in light of the larger configuration of life's responsibilities and to make the adjustments in schedule, if necessary, to make this relationship work. Intentionally growing people takes time. Do you want to measure your ministry by the number of sermons preached, worship services designed, homes visited, hospital calls made, counseling sessions held, or the number of self-initiating, reproducing, fully devoted followers of Jesus? When we get to the shore's edge and know that there is a boat there waiting to take us to the other side to be with Jesus, all that will truly matter is the names of family, friends and others who are self initiating, reproducing, fully devoted followers of Jesus because we made it the priority of our lives to walk with them toward maturity in Christ. There is no better eternal investment or legacy to leave behind.

Drive: The Surprising Truth About What Motivates Us, Daniel Pink reviews the research on human motivation for the past forty years and concludes that most businesses are ignoring what the scientific evidence clearly suggests they should do.7 They continue to manage by relying heavily on extrinsic motivators, symbolized by the proverbial carrot-and-stick approach—the use of incentives and threats. But extrinsic motivators are only effective when the work lacks inherent meaning and the potential for creativity and satisfaction, such as with assembly lines where simple rote tasks must be repeated without end.

It is the punisher’s mind-set where everything must be changed. The difficulty of this is explored in the superb book The Punisher’s Brain: The Evolution of Judge and Jury (2014) by Morris Hoffman, a practicing judge and legal scholar.31 He reviews the reasons for punishment: As we see from game theory studies, because punishment fosters cooperation. Because it is in the fabric of the evolution of sociality. And most important, because it can feel good to punish, to be part of a righteous and self-righteous crowd at a public hanging, knowing that justice is being served. This is a deep, atavistic pleasure. Put people in brain scanners, give them scenarios of norm violations. Decision making about culpability for the violation correlates with activity in the cognitive dlPFC. But decision making about appropriate punishment activates the emotional vmPFC, along with the amygdala and insula; the more activation, the more punishment.32 The decision to punish, the passionate motivation to do so, is a frothy limbic state. As are the consequences of punishing—when subjects punish someone for making a lousy offer in an economic game, there’s activation of dopaminergic reward systems. Punishment that feels just feels good.

think holistically about ways to support our best selves. 1Take a few moments to review what you learned from this chapter. Did you discover anything about yourself and what’s important to you? 2Be sure to write down your goals to make them more salient and easy to remember. 3Think carefully about the goals you set. Are they inspiring? Specific enough? About the right level of difficulty? 4I recommend keeping your goals somewhere visible and reviewing them several times over the coming days. 5Also consider talking about your goals with a supportive loved one, both to get their insight and to provide some accountability for yourself. Simply telling someone our intentions can raise our motivation to follow through. 6Finally, if you think of any additional goals, add them to your list.

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

How Journal Writing Helps Because of your social anxiety, you may be so afraid that any opinions you have are wrong that you remain neutral on most subjects. Or, you might feel like a chameleon who changes opinions depending on the situation. Not expressing your opinions can make you feel empty and unsure of what you really believe. Writing your thoughts and feelings in a journal can help you figure out your likes and dislikes, your opinions on tough issues, and what you stand for. Once you have your true beliefs down on paper, they will seem more concrete and you will be able to remember them during social situations. Although you probably are aware of what causes you the most anxiety, you also may have worries that are more difficult to identify. People often use various mental tricks to bury problems that are painful or difficult. As you write in your journal, you will become more aware of hidden fears and worries. Once they are brought into the open, you can begin to cope with them more effectively. Writing about events also makes it easier to be objective. While a belief, such as “Everyone thinks I’m stupid,” may cross your mind unconsciously, writing it down makes you realize how false and exaggerated it is. Once you see how maladaptive some of your thoughts are, it is easier to change them. In addition, a journal is valuable whenever you feel discouraged. Reviewing past entries will remind you how much you have improved over time. This insight will help you stay motivated and will make you want to keep working on the problem. Past entries are also helpful in figuring out how to deal with events in the present. You can look back at various situations, discover what actions worked (or didn’t), and feel confident in repeating them (or not).

Leadership is about having clear & grand vision, taking initiatives, possessing courage to question the status quo, ability to set large goals, consistently inspire self & others towards those goals, being self motivated and capability to motivate others, being spirited & strong to surmount any obstacle on the path, humility & openness to listen and learn from others, strength to stand for what he believes is right, while being flexible enough to revisit & review his beliefs, ability to organize & shift paradigms of his own & others, ability to attract, retain, develop & work with bigger leaders than himself, ability to trust others & being trust worthy , to think big & not petty, being above self, kind & giving, ability to sacrifice for others and to be bereft of insecurities & suspicion, ability to take risks, learn from both success & failure, being able to forget & forgive mistakes and mishaps of others, being focused, patient & persistent, to possess an amazing ability to be simple & easy to understand, to communicate & express with clarity and above all, being human.

Anyone who values truth should stop worshipping reason. We all need to take a cold hard look at the evidence and see reasoning for what it is. The French cognitive scientists Hugo Mercier and Dan Sperber recently reviewed the vast research literature on motivated reasoning (in social psychology) and on the biases and errors of reasoning (in cognitive psychology). They concluded that most of the bizarre and depressing research findings make perfect sense once you see reasoning as having evolved not to help us find truth but to help us engage in arguments, persuasion, and manipulation in the context of discussions with other people. As they put it, “skilled arguers … are not after the truth but after arguments supporting their views.”50 This explains why the confirmation bias is so powerful, and so ineradicable. How hard could it be to teach students to look on the other side, to look for evidence against their favored view? Yet, in fact, it’s very hard, and nobody has yet found a way to do it.51 It’s hard because the confirmation bias is a built-in feature (of an argumentative mind), not a bug that can be removed (from a platonic mind).

Critics are also overwhelmingly male—one survey of film review aggregator site Rotten Tomatoes found only 22 percent of the critics afforded “top critic” status were female.14 More recently, of course, we have become accustomed to a second set of gatekeepers: our friends and family and even random strangers we’ve decided to follow on social media, as well as “peer” reviewers on sites like Goodreads and IMDb. But peer review sites are easily skewed by a motivated minority with a mission (see the Ghostbusters reboot and the handful of manbabies dedicated to its ruination) or by more stubborn and pervasive implicit biases, which most users aren’t even aware they have. (The data crunchers at FiveThirtyEight.com found that male peer reviewers regularly drag down aggregate review scores for TV shows aimed at women, but the reverse isn’t true.)15 As for the social networks we choose? They’re usually plagued by homophily, which is a fancy way to say that it’s human nature to want to hang out with people who make us feel comfortable, and usually those are people who remind us of us. Without active and careful intervention on our part, we can easily be left with an online life that tells us only things we already agree with and recommends media to us that doesn’t challenge our existing worldview.

Nothing is ever good enough, and they experience the gap between what is and what could be as both a tragedy and a source of unending motivation. No one can stand in the way of their achieving what they’re going after. On one of the personality assessments there is a category they all ranked low on called “Concern for Others.” But that doesn’t mean quite what it sounds like. Consider Muhammad Yunus, for example. A great philanthropist, he has devoted his life to helping others. He received the Nobel Peace Prize for pioneering the ideas of microcredit and microfinance and has won the Congressional Gold Medal, the Presidential Medal of Freedom, the Gandhi Peace Prize, and more. Yet he tested low on “Concern for Others.” Geoffrey Canada, who has devoted most of his adult life to taking care of all the disadvantaged children in a hundred-square-block area of New York’s Harlem, also tested low on “Concern for Others.” Bill Gates, who is devoting most of his wealth and energy to saving and improving lives, tested low as well. Obviously Yunus, Canada, and Gates care deeply about other people, yet the personality tests they took rated them low. Why was that? In speaking with them and reviewing the questions that led to these ratings, it became clear: When faced with a choice between achieving their goal or pleasing (or not disappointing) others, they would choose achieving their goal every time.

Less is more. “A few extremely well-chosen objectives,” Grove wrote, “impart a clear message about what we say ‘yes’ to and what we say ‘no’ to.” A limit of three to five OKRs per cycle leads companies, teams, and individuals to choose what matters most. In general, each objective should be tied to five or fewer key results. (See chapter 4, “Superpower #1: Focus and Commit to Priorities.”) Set goals from the bottom up. To promote engagement, teams and individuals should be encouraged to create roughly half of their own OKRs, in consultation with managers. When all goals are set top-down, motivation is corroded. (See chapter 7, “Superpower #2: Align and Connect for Teamwork.”) No dictating. OKRs are a cooperative social contract to establish priorities and define how progress will be measured. Even after company objectives are closed to debate, their key results continue to be negotiated. Collective agreement is essential to maximum goal achievement. (See chapter 7, “Superpower #2: Align and Connect for Teamwork.”) Stay flexible. If the climate has changed and an objective no longer seems practical or relevant as written, key results can be modified or even discarded mid-cycle. (See chapter 10, “Superpower #3: Track for Accountability.”) Dare to fail. “Output will tend to be greater,” Grove wrote, “when everybody strives for a level of achievement beyond [their] immediate grasp. . . . Such goal-setting is extremely important if what you want is peak performance from yourself and your subordinates.” While certain operational objectives must be met in full, aspirational OKRs should be uncomfortable and possibly unattainable. “Stretched goals,” as Grove called them, push organizations to new heights. (See chapter 12, “Superpower #4: Stretch for Amazing.”) A tool, not a weapon. The OKR system, Grove wrote, “is meant to pace a person—to put a stopwatch in his own hand so he can gauge his own performance. It is not a legal document upon which to base a performance review.” To encourage risk taking and prevent sandbagging, OKRs and bonuses are best kept separate. (See chapter 15, “Continuous Performance Management: OKRs and CFRs.”) Be patient; be resolute. Every process requires trial and error. As Grove told his iOPEC students, Intel “stumbled a lot of times” after adopting OKRs: “We didn’t fully understand the principal purpose of it. And we are kind of doing better with it as time goes on.” An organization may need up to four or five quarterly cycles to fully embrace the system, and even more than that to build mature goal muscle.

Focus intently and beat procrastination.    Use the Pomodoro Technique (remove distractions, focus for 25 minutes, take a break).    Avoid multitasking unless you find yourself needing occasional fresh perspectives.    Create a ready-to-resume plan when an unavoidable interruption comes up.    Set up a distraction-free environment.    Take frequent short breaks. Overcome being stuck.    When stuck, switch your focus away from the problem at hand, or take a break to surface the diffuse mode.    After some time completely away from the problem, return to where you got stuck.    Use the Hard Start Technique for homework or tests.    When starting a report or essay, do not constantly stop to edit what is flowing out. Separate time spent writing from time spent editing. Learn deeply.    Study actively: practice active recall (“retrieval practice”) and elaborating.    Interleave and space out your learning to help build your intuition and speed.    Don’t just focus on the easy stuff; challenge yourself.    Get enough sleep and stay physically active. Maximize working memory.    Break learning material into small chunks and swap fancy terms for easier ones.    Use “to-do” lists to clear your working memory.    Take good notes and review them the same day you took them. Memorize more efficiently.    Use memory tricks to speed up memorization: acronyms, images, and the Memory Palace.    Use metaphors to quickly grasp new concepts. Gain intuition and think quickly.    Internalize (don’t just unthinkingly memorize) procedures for solving key scientific or mathematical problems.    Make up appropriate gestures to help you remember and understand new language vocabulary. Exert self-discipline even when you don’t have any.    Find ways to overcome challenges without having to rely on self-discipline.    Remove temptations, distractions, and obstacles from your surroundings.    Improve your habits.    Plan your goals and identify obstacles and the ideal way to respond to them ahead of time. Motivate yourself.    Remind yourself of all the benefits of completing tasks.    Reward yourself for completing difficult tasks.    Make sure that a task’s level of difficulty matches your skill set.    Set goals—long-term goals, milestone goals, and process goals. Read effectively.    Preview the text before reading it in detail.    Read actively: think about the text, practice active recall, and annotate. Win big on tests.    Learn as much as possible about the test itself and make a preparation plan.    Practice with previous test questions—from old tests, if possible.    During tests: read instructions carefully, keep track of time, and review answers.    Use the Hard Start Technique. Be a pro learner.    Be a metacognitive learner: understand the task, set goals and plan, learn, and monitor and adjust.    Learn from the past: evaluate what went well and where you can improve.

The most vexing managerial aspect of this problem of asymmetry, where the easiest path to growth and profit is up, and the most deadly attacks come from below, is that “good” management—working harder and smarter and being more visionary—doesn’t solve the problem. The resource allocation process involves thousands of decisions, some subtle and some explicit, made every day by hundreds of people, about how their time and the company’s money ought to be spent. Even when a senior manager decides to pursue a disruptive technology, the people in the organization are likely to ignore it or, at best, cooperate reluctantly if it doesn’t fit their model of what it takes to succeed as an organization and as individuals within an organization. Well-run companies are not populated by yes-people who have been taught to carry out mindlessly the directives of management. Rather, their employees have been trained to understand what is good for the company and what it takes to build a successful career within the company. Employees of great companies exercise initiative to serve customers and meet budgeted sales and profits. It is very difficult for a manager to motivate competent people to energetically and persistently pursue a course of action that they think makes no sense.

DXN Code Strike :- That essay, in actuality, was written by a doofus but striving for DXN Code Strike Muscle does not have to burden an individual. Start with a beautiful DXN Code Strike Muscle is that it demands more from DXN Code Strike Muscle. As I mentioned, this is just a guess but that is the circumstances if you have poor DXN Code Strike Muscle. Persons will remember I was so in love with my new DXN Code Strike Review last December. Many DXN Code Strike Muscle websites have forums where you can discover info. You can't chase both using this and this practice at the same time. This is juicy and whatever their self-felt motives, I gather they're off-target bordering on using this. This is a just cause. These are my magic secrets in connection with this.

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

Anxiety is characterized by feelings of fear, worry, or unease, typically about something that has an uncertain outcome. Too much anxiety can disrupt your focus and hinder your ability to perform at your very best. On the other hand, if you didn’t feel any anxiety, it might rob you of motivation to perform. Here Recovery Formula Review has discussed the essential steps of anxiety and its ways which will provide the helping managers creates the happiest, healthiest, and most productive workforce on the planet.

In 1964 following a very stressful trip to Russia, [Cousins] was diagnosed with ankylosing spondylitis (a degenerative disease causing the breakdown of collagen), which left him in almost constant pain and motivated his doctor to say he would die within a few months. He disagreed and reasoned that if stress had somehow contributed to his illness (he was not sick before the trip to Russia), then positive emotions should help him feel better. With his doctors’ consent, he checked himself out of the hospital and into a hotel across the street and began taking extremely high doses of vitamin C while exposing himself to a continuous stream of humorous films and similar “laughing matters.” He later claimed that 10 minutes of belly rippling laughter would give him two hours of pain-free sleep, when nothing else, not even morphine, could help him. His condition steadily improved and he slowly regained the use of his limbs. Within six months he was back on his feet, and within two years he was able to return to his full-time job at the Saturday Review. His story baffled the scientific community and inspired a number of research projects.

August Murder creates a fast-paced thriller about terrorism, murder, politics, and one man who doesn't believe the report of events surrounding his son's death in Puerto Rico, and who assembles a posse of lawyers and investigators to uncover the truth. The focus on political investigations and a web of intrigue and conspiracy, combined with a heavy dose of Puerto Rican politics and cultural insights, lends to a creation which serves to both entertain and enlighten. It takes a talented hand to wind nonfiction facts into a fictional mystery, grapple with a myriad of characters which prove compelling and recognizable in their own rights through the story line, and maintain a flow of action and drama that easily holds reader attention. August Mystery succeeds in all these aspects, and is a compelling saga of conflicting evidence and motivations for murder, crafting an especially astute eye to capturing Puerto Rican daily lives and experiences: "Mr. Miller, policemen in Puerto Rico don’t make a lot of money. The average salary for a police officer is around $30,000, about the same as the average salary for a teacher. For that kind of money, they risk their lives in dangerous places. They have to deal with young delinquents in the projects who may make $30,000 in one week, and who are much better armed than any policeman. It’s amazing that more of them are not taking money to look the other way or do worse." T. Miranda's ability to enlighten readers about the underlying culture, social issues, and political pressures in Puerto Rico contributes to an outstanding thriller especially recommended for modern readers who would gain a sense of the island's processes and peoples. D. Donovan, Senior Editor, Midwest Book Review

A corrupt and dynastic political party is antithetical to the rule of law and to carefully crafted constitutional checks and balances to prevent abuse of power. A tendency towards autocracy and consequent institutional subversion is inevitable with a party thus configured. The result is a prime minister bereft of real power, subservient to the dynastic head and a mute spectator to the loot and plunder of the nation’s resources; a president who is a loyal camp follower and will faithfully rubber stamp the decisions ordained by the dynasty: witness how unhesitatingly President Fakhruddin Ali Ahmed signed the Proclamation of Emergency at Mrs. Gandhi’s bidding in 1975 and ponder whether Mrs. Pratibha Patil, (besieged as she was by her co-operative sugar factory in liquidation, her co-operative bank bankrupt, and her family embroiled in the murder case of a popular intra-party rival in Jalgaon at the time of her nomination by Mrs. Sonia Gandhi), would have done otherwise; or for that matter whether President Pranab Mukherjee, whose many acts of subversion of the Constitution during the Emergency have been documented by the Shah Commission, is so radically transformed that he would now protect it; a judiciary accused of judicial overreach when it censures the government or brings its ministers to book while its inconvenient judgments are subjected to review or Presidential Reference; a CAG whose findings against the government’s decisions are vilified as being patently erroneous, in excess of jurisdiction and even motivated, although that august body, the Constituent Assembly had opined that as the guardian of the nation’s finances, the CAG was as important a Constitutional functionary as the justices of the Supreme Court; a CVC appointed despite the taint of corruption and over the protest of the leader of the Opposition, whose appointment was finally quashed by the Supreme Court; and a CBI whose only role on empirical evidence is to falsely implicate political opponents and wrongly exonerate the regime’s members and cronies.

If the people aren’t motivated, they don’t need to sign up for motivation training – they need a different job! They might rotate to another position, go to work in a different office, participate more in project meetings or find another way to work for us on a part-time, commission or representative basis. We can adapt if they can.” – Ricardo Semler

Thanks for reading all the way through. I hope that you enjoyed this book. As a new writer, it is hard to get started; it is difficult to find an audience that wants to read my books. There are millions of books out there and sometimes it is super hard to find one specific book. But that’s where you come in! You can help other readers find my books by leaving a simple review. It doesn’t have to be a lengthy or well written review; it just has to be a few words and then click on the stars. It would take less than 5 minutes.  Seriously, that would help me so much, you don’t even realize it. Every time I get a review, good or bad, it just fills me with motivation to keep on writing. It is a great feeling to know that somewhere out there, there are people who actually enjoy reading my books. Anyway, I would super appreciate it, thanks. If you see new books from me in the future, you will know that I wrote them because of your support. Thank you for supporting my work. Special thanks again to previous readers and reviewers. Thank you for encouraging me to keep writing. I’ll do my best to provide high quality books for you all. My Other Books

One way to do this is to file false reports against you with the social media services you are a member of. Most reports and citations are not reviewed by people, but by “bots.” Thus it is possible for a “bot” to automatically take action against a person's account, even if that action is entirely unwarranted. Burden of proof that no transgression has taken place falls upon the accused and/or disciplined person. If a person is so lucky as to be allowed to dispute the report, and if the person wins the attempt to have his or her account privileges restored, it is only to find out that the accusers have been given the benefit of the doubt about motives for filing the report, and have not been disciplined at all. The

Review and reread your work before you hit send, post, or publish. Thankfully, many of the social media channels allow you to edit what you have created after they have been posted. However, there will be times when what you send out will be un-retractable. In some cases, they are there forever. So choose your words wisely!

Having a second set of eyes to review what you do is an effective practice. Sometimes you will be so close to your own work that your blinders will cause you to miss tiny details which can create huge errors, and reflect poorly on your intelligence and expertise.

There are days when I just want to sod off the entire day and lie in bed bingeing on Netflix while eating crisps. But once I reach my Toon Cave my motivation usually kicks in, helped by the coffee and pumping up Spotify. I spend the first 30 minutes: Clearing out junk mail Reviewing real emails (not answering at this stage –just reviewing) Making my ‘to do’ list Posting in my Facebook groups Acknowledging shares and tags on social media And I do it all while standing up, having set my Tomato Timer for 25 minutes.

The evidence reviewed here shows not only that reasoning falls quite short of reliably delivering rational beliefs and rational decisions. It may even be, in a variety of cases, detrimental to rationality. Reasoning can lead to poor outcomes, not because humans are bad at it, but because they systematically strive for arguments that justify their beliefs or their actions. This explains the confirmation bias, motivated reasoning, and reason-based choice, among other things.

London Business School Professor Dan Cable sheds light on why. In a recent article in Harvard Business Review, he writes, “Power…can cause leaders to become overly obsessed with outcomes and control,” inadvertently ramping up “people's fear – fear of not hitting targets, fear of losing bonuses, fear of failing – and as a consequence…their drive to experiment and learn is stifled.”22 Being overly certain or just plain arrogant can have similar effects – increasing fear, reducing motivation, and inhibiting interpersonal risk taking.

If anyone from any thought of school reads, writes, or reviews the history, with the selected motives or pledges will not be ever neutral and fair and will abuse and misuse the history leading in the wrong direction.

One way to avoid the design problems encountered by the transcendental meditation researchers would be to keep one of the variables fixed. This could be either the number of meditators or the “target” of consciousness-induced order. Beyond this, as philosopher Evan Fales and sociologist Barry Markovsky of the University of Iowa suggested after reviewing the Maharishi effect, “Presumably, if the material world can be influenced in purposive ways by collective meditation, inanimate detectors could be constructed and placed at varying distances from the collective meditators.”6 This is essentially the approach that we took, although our motivations were based upon a logical extension of laboratory research on mind-matter interactions using random-number generators, and not by the claims of the transcendental meditators. Properties of Consciousness Whatever else consciousness may be, let us suppose that it also has the following properties, derived from a combination of Western and Eastern philosophies.7 The first property is that consciousness extends beyond the individual and has quantum field–like properties, in that it affects the probabilities of events. Second, consciousness injects order into systems in proportion to the “strength” of consciousness present. This is a refinement of quantum physicist Erwin Schrödinger’s observation about one of the most remarkable properties of life, namely, an “organism’s astonishing gift … of ‘drinking orderliness’ from a suitable environment.”8 Third, the strength of consciousness in an individual fluctuates from moment to moment, and is regulated by focus of attention. Some states of consciousness have higher focus than others. We propose that ordinary awareness has a fairly low focus of attention compared to peak states, mystical states, and other nonordinary states.9 Fourth, a group of individuals can be said to have “group consciousness.” Group consciousness strengthens when the group’s attention is focused on a common object or event, and this creates coherence among the group. If the group’s attention is scattered, then the group’s mental coherence is also scattered. Fifth, when individuals in a group are all attending to different things, then the group consciousness and group mental coherence is effectively zero, producing what amounts to background noise. We assume that the maximum degree of group coherence is related in some complicated way to the total number of individuals present in the group, the strength of their common focus of attention, and other psychological, physiological, and environmental factors. Sixth, physical systems of all kinds respond to a consciousness field by becoming more ordered. The stronger or more coherent a consciousness field, the more the order will be evident. Inanimate objects (like rocks) will respond to order induced by consciousness as well as animate ones (like people, or tossed dice), but it is only in the more labile systems that we have the tools to readily detect these changes in order. In sum, when a group is actively focused on a common object, the “group mind” momentarily has the “power to organize,” as Carl Jung put it.10 This leads us to a very simple idea: as the mind moves, so moves matter.

If you’re forced to decide on the spot how to respond to an unexpected hurdle, you’ll be trying to problem-solve while coping with the handicaps of stress and other demands on your attention. It’s not likely that you’ll do your best thinking under those conditions. You might come up with something that’s just workable or not even workable or maybe nothing at all—and the pull of the behavior that is most familiar (and thus easiest to do) will be too great to resist successfully. So please review the steps you’re planning to take and ask yourself: “What could make it challenging to take those steps? What could make it hard for me to carry them out? What might get in the way of sticking with the plan I’ve made?

The Artist's Drawing Book by Katy Lipscomb and Tyler Fisher is filled with numerous art lessons for beginner artists. A self-motivated individual will likely find this an appealing way to learn art, though I think teachers might consider this useful in middle and high school classrooms as well. Seventeen different lessons are presented in this book, and each one builds on the other, helping to lay a strong art foundation. You could buy different art books that may have some or most of these lessons, though I’ve not seen any that provide the sort of succinct and precise approach that this one does. Each lesson is carefully thought out and needs to be practiced by the reader. The text is packed to the brim with information essential to succeed in art. That’s what makes this book so valuable. The lessons are intended to be learned by the budding artist, and so some may take days (or longer) to complete until the user masters the skill. The important thing is not to be in a hurry while working your way through this book. You might want to buy a sketchbook to go along with this, so you can keep your artwork in one place. You might also want to purchase a copy of this book for a friend, so you can practice your art skills together. After teaching art in school for 16 years (grades K-12), I fully understand how The Artist's Drawing Book by Katy Lipscomb and Tyler Fisher is an essential tool for those beginning in art. If you are serious about learning this fascinating subject, then this book is for you. This is an outstanding piece of work.

So in this letter I am yours. Not Garden's, not your mission's, but yours, alone. I am yours in other ways as well: yours as I watch the world for your signs, apophenic as a haruspex; yours as I debated methods, motives, chances of delivery; yours as I review your words by their sequence, their sounds, smell, taste, taking care no one memory of them becomes too worn. Yours.

If we were to make a list of the goals that are most important in life, surely the desire for close relationships, success in life (e.g., a career), and power would make most people’s short list. There is a long tradition in personality psychology of studying these three motives; indeed, psychologists such as H. A. Murray and David McClelland have argued that people’s level of needs for affiliation, achievement, and power are major components of human personality. There is growing evidence that these motives are an important part of the personality of the adaptive unconscious. Murray and McClelland assumed that these basic motives are not necessarily conscious and must therefore be measured indirectly. They advocated the use of the Thematic Apperception Test (TAT), in which people make up stories about a set of standard pictures, and these stories are then coded for how much of a need for affiliation, power, or achievement people expressed. Other researchers have developed explicit, self-report questionnaires of motives, with the assumption that people are aware of their motives and can freely report them. A controversy has ensued over which measure of motivation is the most valid: the TAT or self-report questionnaires. The answer, I suggest, is that both are valid measures but tap different levels of motivation, one that resides in the adaptive unconscious and the other that is part of people’s conscious explanatory system. David McClelland and his colleagues made this argument in an influential review of the literature. First, they noted that the self-report questionnaires and the TAT do not correlate with each other. If Sarah reports on a questionnaire that she has a high need for affiliation, we know virtually nothing about the level of this need that she will express, nonconsciously, on the TAT. Second, they argued that both techniques are valid measures of motivation, but of different types. The TAT assesses implicit motives, whereas explicit, self-report measures assess self-attributed motives.

You'll Never Walk Alone' is cheesy but not wrong. The song doesn't claim that the world is just a happy place. It just asks us to walk on with hopes in our hearts. And like Louis in the Carousel, even if you don't really believe in the golden sky or the sweet silver song of the lark when you start singing, you believe it a little more when you finish.

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I’d write even if the only reader was my cat and the reviews were all purrs. It’s the passion for telling stories that keeps the words flowing.

Poker players tend to overly focus on money immediately after a session because it matters most in the long run and it’s so easy to calculate. The problem is that because of variance, monetary results alone are unreliable measures in the short term of how you played. Here are a few better ways to evaluate how you played: Look closely at tough decisions to see how you played them. Estimate how much variance influenced results. Calculate whether you accomplished the qualitative goals you set before the session. If you fell short, why? Review how you did in the areas you’re trying to improve (poker strategy and mental game). Did you see any progress? If you’re going to analyze hands later, write some game flow notes or thoughts about them that you may otherwise forget. Spending a short time to evaluate is also a great way to: Put poker down when you’re done playing, so you can go on with your life. Reset your mind before the next time you play.

For pretty much my whole life, I thought I was living to better myself, to create the best life possible. About a year ago, that mindset changed. I now believe I’m here to create the best world possible. This shift from me to everyone is what altered my entire understanding of passion, and my purpose. Ben Horowitz is one of my digital mentors (meaning I follow his blog). I find him very insightful. Whenever he says (or writes about) anything, I inevitably start nodding my head until my neck is sore. Here’s an excerpt from the commencement speech he gave at Columbia, his alma mater: “Following your passion is a very me centered view of the world, and as you go through life, what you’ll find is that what you take out of the world over time—be it…money, cars, stuff, accolades—is much less important than what you put into the world. And so my recommendation would be to follow your contribution. Find the thing that you’re great at, put that into the world, contribute to others, help the world be better. That is the thing to follow." Most of the time, if you follow your contribution, it’s either already a passion, or likely to become one. Doing something you’re good at is intoxicating, as is contributing to the world. Writing and launching The Connection Algorithm was a full year of hard work. It was the result of countless hours of reflection, deeply philosophical thinking, and brutal honesty. Throughout the entire process, I felt driven, passionate, and motivated. At first, I thought this was because I was doing it on my own. But I’ve come to realize it was something else—something far more profound. Shortly after the book was released, I began receiving emails from people who had read the book and been deeply impacted by it. A highschooler in Miami. An entrepreneur in Amsterdam. A small business owner in the midwest. People were also leaving reviews on Amazon—people I didn’t know, saying the book helped them live a better life. And on my Kindle, I could see passages that people were highlighting. People weren’t just reading my book, they were taking notes on useful things to remember. The craft of writing has been unbelievably fulfilling for me. And so I’m continuing the pursuit. My motivation is no longer to make a buck, or “win at life.” Rather, I’m working to improve the world. I think of myself as an inventor, creating a new piece of art for the world to discover. When you make the world better, you get rewarded. So find your craft, and then determine the best contribution you can make with it.

Myron stopped at a red light. He was close, so goddamn close. TC was helping Greg hide; he was sure of it. But of course, TC was only part of the solution. None of this answered the central question in all this: Who killed Liz Gorman? He put his mind on rewind and reviewed the night of the murder. He thought about Clip being the first of the three to arrive. In many ways, Clip was now his best suspect. But Myron still saw big problems with that scenario. What was Clip’s motive, for example? Yes, Liz Gorman’s information may have been detrimental to the team. The information may have even been potent enough for him to lose the vote. But would Clip pick up a baseball bat and murder a woman over that? People kill for money and power all the time. Would Clip? But

This concludes the review of three commonly cited prototypical confluence theories of creativity, namely the systems approach (Csikszentmihalyi, 2000), which suggests that creativity is a sociocultural process involving the interaction between the individual, domain, and field; Gruber & Wallace’s (2000) model that treats each individual case study as a unique evolving system of creativity; and investment theory (Sternberg & Lubart, 1996), which suggests that creativity is the result of the convergence of six elements (intelligence, knowledge, thinking styles, personality, motivation, and environment).

but you need to have a strong, unshakeable sense of why you made the choice to enter Biglaw and what you hope to get out of it. If you do not have this focus to motivate you, drive you on through rough times, give you solid, achievable goals or at least a purpose, Biglaw is perfectly capable of crushing the soul out of you and leaving you broken and bitter by the side of the road.

When the leaders to whom we look for motivation are corrupt, why blame the common man?

there are some very strict and honest people in the system, like this new head of the department. These people, even though alone, have very high positive energy. On the one hand, they scare the devils, on the other, their positive vibrations motivate the rest. These type of people are neither greedy for money nor scared by corruption. They are dangerous.

Wise leaders know that being personable ad friendly is the highly-prized personality for employees who are meeting, greeting, and engaging on the front lines with customers. They are the real ambassadors of good will who make positive first impressions for the organization. Their affinity for being personable and friendly can boost the attractor factor for winning business, loyalty, and rave reviews.

We have heard the stories: Duke Ellington would say, “I merely took the energy it takes to pout and wrote some blues.” 5 Tennessee Williams felt that “apparent failure” motivated him. He said it “sends me back to my typewriter that very night, before the reviews are out. I am more compelled to get back to work than if I had a success.” Many have heard that Thomas Edison told his assistant, incredulous at the inventor’s perseverance through jillions of aborted attempts to create an incandescent light bulb, “I have not failed, I’ve just found 10,000 ways that won’t work.” 6 “Only one look is enough. Hardly one copy would sell here. Hardly one. Hardly one. Many thanks . . .” read part of the rejection letter that Gertrude Stein received from a publisher in 1912.7 Sorting through dross, artists, entrepreneurs, and innovators have learned to transform askew strivings. The telegraph, the device that underlies the communications revolution, was invented by a painter, Samuel F. B. Morse, who turned the stretcher bars from what he felt was a failed picture into the first telegraph device. The 1930s RKO screen-test response “Can’t sing. Can’t act. Balding. Can dance a little” was in reference to Fred Astaire. We hear more stories from commencement speakers—from J. K. Rowling to Steve Jobs to Oprah Winfrey—who move past bromides to tell the audience of the uncommon means through which they came to live to the heights of their capacity. Yet the anecdotes of advantages gleaned from moments of potential failure are often considered cliché or insights applicable to some, not lived out by all.

Reviewing your past and doing a reality check is not just about who you have been and how you have shown up but also about looking at the vehicle you chose to chase your success.

configure work assignments so that employees had clear objectives and a way to get quick feedback. And instead of meeting with their charges for once-a-year performance reviews, managers sat down with employees one-on-one six times a year, often for as long as ninety minutes, to discuss their level of engagement and path toward mastery.

Dr. Fauci continued to insist that fully vaccinating the entire population was the only path to ending the pandemic. This assertion ignored the fact that COVID vaccines prevent neither transmission nor infection, nor reductions in viral loads. Overwhelming science has proven that vaccinated and unvaccinated individuals are equally likely to spread disease. A September 2021 Israeli study demonstrating that natural immunity provides 27x better protection against COVID than the Pfizer vaccine is just one of 29 recently published peer-reviewed studies that vouch for the superiority of natural immunity.29,30 What, then, is motivating the fierce campaign to nevertheless coercively vaccinate the vaccine-resistant 25 percent, other than a strategy to eliminate the control group to hide the deaths and injuries?

Great minds meet to discuss new ideas. Lazy people review old memories.

Thanks for reading all the way through. I hope that you enjoyed this book. As a new writer, it is hard to get started; it is difficult to find an audience that wants to read my books. There are millions of books out there and sometimes it is super hard to find one specific book. But that’s where you come in! You can help other readers find my books by leaving a simple review. It doesn’t have to be a lengthy or well written review; it just has to be a few words and then click on the stars. It would take less than 5 minutes.  Seriously, that would help me so much, you don’t even realize it. Every time I get a review, good or bad, it just fills me with motivation to keep on writing. It is a great feeling to know that somewhere out there, there are people who actually enjoy reading my books. Anyway, I would super appreciate it, thanks. If you see new books from me in the future, you will know that I wrote them because of your support. Thank you for supporting my work. Special thanks again to previous readers and reviewers. Thank you for encouraging me to keep writing. I’ll do my best to provide high quality books for you all. My Other Books Check Out My Author Page Steve the Noob

Don’t ask other people questions you should be asking yourself. Billionaires think for themselves, stopping to review themselves and to check their motivations at each step of the way.

Passion comes from feeling like you are a part of something that you believe in, something bigger than yourself. If people do not trust that a company is organized to advance the WHY, then the passion is diluted. Without managed trust, people will show up to do their jobs and they will worry primarily about themselves. This is the root of office politics—people acting within the system for self-gain often at the expense of others, even the company. If a company doesn't manage trust, then those working for it will not trust the company, and self-interest becomes the overwhelming motivation.

Health and wellness podcasts are another popular genre. From fitness tips to mental health discussions, these shows provide listeners with practical advice and motivation to lead healthier lives. With an increasing focus on well-being, these podcasts can attract a dedicated and engaged audience.

Follow-Up Framework Opt-In: Offer a desirable bribe (also called a “hook” or “lead magnet”) in exchange for an email address (at a minimum). Hook Delivery: Deliver what was promised for the prospect opting in. Digital delivery can range from digital reports to emails to audio or video content. The benefit of digital delivery is that you can provide immediate gratification to your prospect and it’s free to send. Sellucation: Sellucation is selling through education. Each Follow-Up installment is an opportunity to address common questions, handle objections, and amplify the problem while presenting your solution. It’s education with the implicit intent of driving sales. Social Proof: Reiterating the social proof you presented in the Engage & Educate phase with testimonials, reviews, awards, partner logos, and case studies will enhance your credibility and build trust. Promotions: Offering free consultations, discounts, and other incentives can motivate your prospect to take action. Communicating an expiration associated with the promotion can create a sense of urgency that further persuades prospects to move forward.

Shouldn’t plans be constantly under review?

Stefan Falk, a vice president at Ericsson, the Swedish telecommunications concern, used the principles of flow to smooth a merger of the company’s business units. He persuaded managers to configure work assignments so that employees had clear objectives and a way to get quick feedback. And instead of meeting with their charges for once-a-year performance reviews, managers sat down with employees one-on-one six times a year, often for as long as ninety minutes, to discuss their level of engagement and path toward mastery.

try experimenting with the DIY (do it yourself) report card. At the beginning of a semester, ask students to list their top learning goals. Then, at the end of the semester, ask them to create their own report card along with a one- or two-paragraph review of their progress. Where did they succeed? Where did they fall short? What more do they need to learn? Once students have completed their DIY report cards, show them the teacher’s report card, and let the comparison of the two be the start of a conversation on how they are doing on their path toward mastery.

a marked change occurred between 2019 and 2020. The dual crises of the pandemic and Black Lives Matter protests ran slam into the twin dangers of Q-Anon and the consolidation of the Trump paramilitary. In 2019, there were sixty-five incidents of domestic terrorism or attempted violence, but in the run-up to the election in 2020, that number nearly doubled, according to a study by the Center for Strategic and International Studies. Twenty-one plots were disrupted by law enforcement.5 Violent extremists in the United States and terrorists in the Middle East have remarkably similar pathways to radicalization. Both are motivated by devotion to a charismatic leader, are successful at smashing political norms, and are promised a future racially homogeneous paradise. Modern American terrorists are much more akin to the Islamic State of Iraq and Syria (ISIS) than they are to the old Ku Klux Klan. Though they take offense at that comparison, the similarities are quite remarkable. Most American extremists are not professional terrorists on par with their international counterparts. They lack operational proficiency and weapons. But they do not lack in ruthlessness, targets, or ideology. However, the overwhelming number of white nationalist extremists operate as lone wolves. Like McVeigh in the 1990s and others from the 1980s, they hope their acts will motivate the masses to follow in their footsteps. ISIS radicals who abandon their homes and immigrate to the Syria-Iraq border “caliphate” almost exclusively self-radicalize by watching terrorist videos. The Trump insurgents are radicalizing in the exact same way. Hundreds of tactical training videos easily accessible on social media show how to shoot, patrol, and fight like special forces soldiers. These video interviews and lessons explaining how to assemble body armor or make IEDs and extolling the virtues of being part of the armed resistance supporting Donald Trump fill Facebook and Instagram feeds. Some even call themselves the “Boojahideen,” an English take on the Arabic “mujahideen,” or holy warrior. U.S. insurgents in the making often watch YouTube and Facebook videos of tactical military operations, gear reviews, and shooting how-tos. They then go out to buy rifles, magazines, ammunition, combat helmets, and camouflage clothing and seek out other “patriots” to prepare for armed action. This is pure ISIS-like self-radicalization. One could call them Vanilla ISIS.

Have great goals which truly motivate and inspire yourself, and then have a singularity of focus.

Emotional intelligence is born largely in the neurotransmitters of the brain’s limbic system, which governs feelings, impulses, and drives. Research indicates that the limbic system learns best through motivation, extended practice, and feedback. Compare this with the kind of learning that goes on in the neocortex, which governs analytical and technical ability. The neocortex grasps concepts and logic. It is the part of the brain that figures out how to use a computer or make a sales call by reading a book. Not surprisingly—but mistakenly—it is also the part of the brain targeted by most training programs aimed at enhancing emotional intelligence.

They demonstrated that the elevated emotional states described by mystics weren’t just subjective fantasies; they were grounded in objective molecular interactions that could be measured and quantified. INGREDIENTS OF THE BLISS BRAIN COCKTAIL Research has shown that each one of the seven bliss neurochemicals is associated with meditation. A review and synthesis of the research literature found increases in serotonin, GABA, vasopressin, and melatonin. The dopamine levels of meditators rose by 56%. Cortisol dropped, and norepinephrine declined to levels appropriate to focused attention without anxiety. The rhythms of the brain’s production of beta-endorphins changed. Heightened oxytocin mobilized the synthesis of anandamide in the nucleus accumbens. A number of studies and reviews show that meditation stimulates the production of nitric oxide, providing meditators with the health benefits of better circulation and brain neuroplasticity. Nitric oxide release is closely coupled with anandamide production; thus meditation and other stress-reducing activities may stimulate the synthesis of both together. Anandamide can also improve cognitive function, motivation, learning, and memory, while triggering the growth of neurons in the brain centers that govern those functions. A blissed brain is a learning brain; meditation cements our feel-good experiences into brain hardware through increased neuroplasticity. Anandamide also relieves anxiety and depression while stimulating closeness and connection with others. The scientific literature shows that oxytocin is increased by meditation. As we saw earlier, oxytocin triggers the release of nitric oxide and anandamide, providing the meditator with a trifecta of pleasurable brain chemicals. 5.18. The only way to get all the most pleasurable neurochemicals surging through your brain at one time is the ecstatic flow state found in deep meditation. Each of these neurochemicals is pleasurable in its own right, and you can get them from activities that stimulate their production. These activities might get you one or two but not all seven in one package.

Chemically induced joy comes at a cost. That cost can be high. Very, very high. So high that you’re going to think twice after reading what science has to say about drug use. One study found that adolescents who smoke just a couple of joints of marijuana show changes in their brains. That’s not a couple of years of smoking or the decades that some adults rack up. It’s just two joints. A research team led by Dr. Gabriella Gobbi, a professor and psychiatrist at the McGill University Health Center in Montreal, discovered that teenagers using cannabis had a nearly 40% greater risk of depression and a 50% greater risk of suicidal ideation in adulthood. Dr. Gobbi stated that “given the large number of adolescents who smoke cannabis, the risk in the population becomes very big. About 7% of depression is probably linked to the use of cannabis in adolescence, which translates into more than 400,000 cases.” The research that revealed these startling numbers was not just a single study of adolescent marijuana use. It was a meta-analysis and review of 11 studies with a total of 23,317 teenage subjects followed through young adulthood. Further, Gobbi’s team only reviewed studies that provided information on depression in the subjects prior to their cannabis use. “We considered only studies that controlled for [preexisting] depression,” said Dr. Gobbi. “They were not depressed before using marijuana, so they probably weren’t using it to self-medicate.” Marijuana use preceded depression. The specific findings of Gobbi’s research include: The risk of depression associated with marijuana use in teens below age 18 is 1.4 times higher than among nonusers. The risk of suicidal thoughts is 1.5 times higher. The likelihood that teen marijuana users will attempt suicide is 3.46 times greater. In adults with prolonged marijuana use, the wiring of the brain degrades. Areas affected include the hippocampus (learning and memory), insula (compassion), and prefrontal cortex (executive functions). The authors of one study stated that “regular cannabis use is associated with gray matter volume reduction in the medial temporal cortex, temporal pole, parahippocampal gyrus, insula, and orbitofrontal cortex; these regions are rich in cannabinoid CB1 receptors and functionally associated with motivational, emotional, and affective processing. Furthermore, these changes correlate with the frequency of cannabis use . . . [while the] . . . age of onset of drug use also influences the magnitude of these changes.” A large number of studies show that cannabis use both increases anxiety and depression and leads to worse health. Key parts of your brain shrink more, based on how early you began smoking weed, and how often you smoke it. That’s a “high” price to pay.

While open offices can create a sense of unity and shared purpose, a review article on office design by organizational psychologist Matthew Davis and his colleagues found that employees in open offices were less productive, less creative, and less motivated than workers in offices with a more traditional layout. Working in an open office was also associated with greater stress and unhappiness.

view instagram story highlights anonymously Instagram Story Highlights are a feature that enables users to compile and display their past stories in a lasting and well-organized manner. Unlike regular Instagram stories that vanish after 24 hours, story highlights remain on a user's profile indefinitely, making them accessible to their followers and profile visitors. The inclination to view Instagram story highlights discreetly arises from various motivations, such as curiosity or the desire to consume someone's content without revealing your identity or notifying them. However, it's crucial to grasp that Instagram, like most social media platforms, places a significant emphasis on safeguarding user privacy and has implemented policies to uphold it. Here is an extensive approach on how to view Instagram story highlights while adhering to privacy norms and Instagram's policies: 1. Access Instagram: Begin by launching the Instagram application on your mobile device. 1. Search for the User: Utilize the search functionality to locate the Instagram profile of the individual whose story highlights you wish to peruse. You can perform a search using their username or full name. To view Instagram highlights, you can view from the page of the dj downloader website. 2. Visit the Profile: After locating the user's profile, tap on their profile picture or username to access their profile page. 3. Access Highlights: Provided that the user has assembled story highlights, you will observe circular icons featuring their profile picture and titles or categories, positioned above their regular posts. Typically, these icons are located beneath their bio section. 4. Select a Highlight: Tap on the specific highlight that intrigues you. Each highlight encompasses a collection of related stories. 5. Review the Stories: The chosen story highlight will commence playing, enabling you to navigate through the individual stories within that highlight. While the above guidelines empower you to explore story highlights in a manner that respects both privacy and Instagram's policies, it is imperative to address additional facets: 1. Respect for Privacy: Always demonstrate respect for the user's privacy and content. Refrain from attempting to employ third-party tools or methods to view stories anonymously. Instagram expressly prohibits such activities, which could lead to the suspension or restriction of your Instagram account. 2. Ethical Conduct: Employ Instagram in an ethical manner. Uphold principles of honesty and transparency in your interactions with other users on the platform, contributing to a positive online community. 3. Evolving Policies: Be aware that Instagram's guidelines and features may evolve over time. Staying abreast of these modifications and adapting your usage accordingly is vital. 4. User Consent: Keep in mind that the content shared on Instagram is subject to the user's consent. If someone has chosen to make their story highlights public, they have voluntarily shared that content with a broader audience. In summary, while there may be a desire to discreetly view Instagram story highlights, it is pivotal to do so in a manner that upholds the platform's policies and respects the privacy of fellow users. By adhering to the steps delineated above, you can explore highlights in a compliant and considerate manner, contributing to a positive and ethical online environment for all users.

First, articulate the kernel segments for which you don’t have a thoughtful point of view. Just knowing what you don’t know gives you permission for that confidence about the things that you do know, and in the process allows you be honest about what you don’t know. Heck, just whip out the list when a client asks a question about anything on it. They are fine with advice-givers who are human, and merely saying “no” from time to time can give real meaning to your “yes” statements. “Honestly, I’ve been asking that same question and I don’t think I have it figured out yet. [Reaching down] Here are my notes so far, and this will provide that opportunity to finally figure it out. Any thoughts along the way would be welcome. Thanks.” Second, determine all the methods that would motivate you, as a unique individual, to develop a given position. This might include a public speaking engagement, a repeatable section to include in proposals, an article you can place for publication, an interview with a journalist seeking expertise, a seminar you will teach, some internal training to prepare for, or a handout to be used at predictable conversation intersections when talking to clients in person. Third, group the topics by platform, order the topics in each group by descending level of importance, and assign a date to each item. About that: You cannot fully explore one of these topics and then craft the language to present it in less than two weeks; typically it requires a month or two. Fourth, ignite the research (less than you’ll guess) and insight generation (more than you’ll guess) by articulating a compressed 2,400–3,600 words for each topic. Fifth, begin what academia calls the peer review process. Release it to the brutal public for feedback, disagreement, and “this strikes me as right” commentary. If nobody reads your blog, that’s like winning a race with no opponents; you can just skip that and cast it far and wide instead. Email it to everyone not already tired of you and wait. Or just let that one cynical employee eagerly make you wince as they’ve always dreamed of doing. Sixth, over the following years, strip out what later seems like filler and replace it with more substance. Work on it long enough each time to make it shorter and shorter.

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

The review is usually dedicated to two things: first, the skill level of the subordinate, to determine what skills are missing and to find ways to remedy that lack; and second, to intensify the subordinate’s motivation in order to get him on a higher performance curve for the same skill level (see the illustration on this page).

Laszlo Bock, Work Rules (New York: Grand Central Publishing, 2015) David Brooks, The Social Animal (New York: Random House, 2011) Arie de Geus, The Living Company (Boston, MA: Harvard Business Review Press, 2002) Angela Duckworth, Grit: The Power of Perseverance and Passion (New York: Scribner, 2016) Charles Duhigg, The Power of Habit: Why We Do What We Do in Life and Business (New York: Random House, 2012) Amy Edmondson, Teaming: How Organizations Learn, Innovate, and Compete in the Knowledge Economy (San Francisco: Jossey-Bass Pfeiffer, 2012) Adam Grant, Give and Take (New York: Viking, 2013) Richard Hackman, Leading Teams (Boston, MA: Harvard Business Review Press, 2002) Chip and Dan Heath, Switch: How to Change Things When Change is Hard (New York: Broadway Books, 2010) Sebastian Junger, Tribe: On Homecoming and Belonging (New York: HarperCollins, 2016) James Kerr, Legacy (London: Constable & Robinson, 2013) Patrick Lencioni, The Five Dysfunctions of a Team: A Leadership Fable (San Francisco: Jossey-Bass, 2002) Stanley McChrystal, Team of Teams: New Rules of Engagement for a Complex World (New York: Portfolio, 2015). Mark Pagel, Wired for Culture (New York: W. W. Norton & Company, 2012) Daniel Pink, Drive: The Surprising Truth About What Motivates Us (New York: Riverhead Books, 2009) Amanda Ripley, The Smartest Kids in the World: And How They Got That Way (New York: Simon & Schuster, 2013) Edgar H. Schein, Helping (Oakland, CA: Berrett-Koehler Publishers, 2009) Edgar H. Schein, Humble Inquiry (Oakland, CA: Berrett-Koehler Publishers, 2013) Peter M. Senge, The Fifth Discipline (New York: Doubleday Business, 1990) Michael Tomasello, Why We Cooperate (Cambridge, MA: MIT Press, 2009)

1. Break Down Big Goals into Manageable Next Steps Don’t fall for the old “eat that frog” trap. While your goal should begin in the Discomfort Zone, your next step should be in the Comfort Zone. Do the easiest task first. If you get stumped or stuck, seek outside help. You want to build momentum early with quick wins. 2. Utilize Activation Triggers Brainstorm the best Activation Triggers for you. Remember to leverage what comes easy to do what’s hard. Don’t rely on your willpower in the moment. Instead, optimize your Activation Triggers with elimination, automation, and delegation. You’re going to face obstacles, so anticipate those and determine the best if/then response in advance. The idea is to plan your workarounds before an obstacle derails you. If you don’t have it right to begin with, experiment until you nail it. 3. Schedule Regular Goal Reviews For your daily review, scan your list of goals. You want to keep your goals fresh in your mind and also think through a few specific tasks for the day that will bring you closer to achieving them. I call these my Daily Big 3. For your weekly review, scan your goals with a special focus on your key motivations. Conduct a quick After-Action Review of the prior week. Review the next actions for each of your goals and determine what three outcomes you must reach in the coming week to achieve them. I call these my Weekly Big 3, and I use them to determine my Daily Big 3. For the quarterly review, I recommend walking through the five Best Year Ever steps again. But the key is to (1) rejoice if you’ve completed your goal or passed a milestone, (2) recommit if you haven’t, (3) revise the goal if you can’t recommit to it, (4) remove the goal if you can’t revise, and finally, (5) replace the goal with another you want to achieve.

How to use the law of attraction for successful life of Jack Canfield The Law of Attraction says that you will attract into your life whatever you focus on. Whatever you give your energy and attention to will come back to you. So, if you stay focused on the good and positive things in your life, you will automatically attract more good and positive things into your life. Let Jack Canfield guide us If you are going to be successful in creating the life of your dreams, you have first have to believe what you want is possible and you are capable of making it happen. —  Jack Canfield(Law of Attraction statements) How to do your dreams? 1. Whatever you focus on, think about, read about, and talk about intensely, you’re going to attract more of into your life. —  Jack Canfield(Law of Attraction statements) 2. If you are clear about your goals and take several steps in the right direction everyday, eventually you will succeed. So decide what it is you want, write it down, review it constantly, and each day do something that moves you toward those goals. —  Jack Canfield Read more on my site 3. Write your goals down in detail and read your list of goals every day. Some goals may entail a list of shorter goals. Losing a lot of weight, for example, should include mini-goals, such as 10-pound milestones. This will keep your subconscious mind focused on what you want step by step. —  Jack Canfield(Law of Attraction statements) 4. If we are not a little bit uncomfortable every day, we’re not growing. All the good stuff is outside our comfort zone. —  Jack Canfield(Law of Attraction statements) How to believe? 2. Whatever your dream is, look yourself in the mirror and declare that you are indeed going to achieve it – no matter what the price. —  Jack Canfield(Law of Attraction statements) How to think? Psychologists tell us we think 50,000 thoughts a day…between 1,000 and 5,000 thoughts in a single hour. Many of those thoughts are about ourselves and about our performance, about our lovability, our capability and our significance. So the key is to control those thoughts, making certain they’re always positive. —  Jack Canfield(Law of Attraction statements) How to choose? 1. I choose to believe things are possible, even when I don't know how they will happen. —  Jack Canfield(Law of Attraction statements) 1. All your dreams await just on the other side of your fears. —  Jack Canfield(Law of Attraction statements)

How to use the law of attraction for successful life of Jack Canfield The Law of Attraction says that you will attract into your life whatever you focus on. Whatever you give your energy and attention to will come back to you. So, if you stay focused on the good and positive things in your life, you will automatically attract more good and positive things into your life. Let Jack Canfield guide us If you are going to be successful in creating the life of your dreams, you have first have to believe what you want is possible and you are capable of making it happen. — Jack Canfield(Law of Attraction statements) How to do your dreams? 1. Whatever you focus on, think about, read about, and talk about intensely, you’re going to attract more of into your life. — Jack Canfield(Law of Attraction statements) 2. If you are clear about your goals and take several steps in the right direction everyday, eventually you will succeed. So decide what it is you want, write it down, review it constantly, and each day do something that moves you toward those goals. — Jack Canfield Write your goals down in detail and read your list of goals every day. Some goals may entail a list of shorter goals. Losing a lot of weight, for example, should include mini-goals, such as 10-pound milestones. This will keep your subconscious mind focused on what you want step by step. — Jack Canfield(Law of Attraction statements) 4. If we are not a little bit uncomfortable every day, we’re not growing. All the good stuff is outside our comfort zone. — Jack Canfield(Law of Attraction statements) How to believe? 2. Whatever your dream is, look yourself in the mirror and declare that you are indeed going to achieve it – no matter what the price. — Jack Canfield(Law of Attraction statements) How to think? Psychologists tell us we think 50,000 thoughts a day…between 1,000 and 5,000 thoughts in a single hour. Many of those thoughts are about ourselves and about our performance, about our lovability, our capability and our significance. So the key is to control those thoughts, making certain they’re always positive. — Jack Canfield(Law of Attraction statements) How to choose? 1. I choose to believe things are possible, even when I don't know how they will happen. — Jack Canfield(Law of Attraction statements) 1. All your dreams await just on the other side of your fears. — Jack Canfield(Law of Attraction statements)

Anyone who values truth should stop worshipping reason. We all need to take a cold hard look at the evidence and see reasoning for what it is. The French cognitive scientists Hugo Mercier and Dan Sperber recently reviewed the vast research literature on motivated reasoning (in social psychology) and on the biases and errors of reasoning (in cognitive psychology). They concluded that most of the bizarre and depressing research findings make perfect sense once you see reasoning as having evolved not to help us find truth but to help us engage in arguments, persuasion, and manipulation in the context of discussions with other people. As they put it, “skilled arguers … are not after the truth but after arguments supporting their views.”50 This explains why the confirmation bias is so powerful, and so ineradicable. How hard could it be to teach students to look on the other side, to look for evidence against their favored view? Yet, in fact, it’s very hard, and nobody has yet found a way to do it.51 It’s hard because the confirmation bias is a built-in feature (of an argumentative mind), not a bug that can be removed (from a platonic mind).

Frederick Herzberg’s assertion that the most powerful motivator isn’t money; it’s the opportunity to learn, grow in responsibilities, contribute, and be recognized.

This review also pointed to six common components of effective brief treatment (cf. Miller & Sanchez, 1994), summarized by the acronym FRAMES: Feedback of personal status relative to norms Responsibility for personal change Advice to change Menu of options from which to choose in pursuing change Empathic counselor style Support for self-efficacy What began as an interest in motivation for treatment had broadened now to focusing on motivation for change.

I met with Chad Logan a few days after our first get-together. I told him that I would explain my point of view and then let him decide whether he wanted to work with me on strategy. I said: I think you have a lot of ambition, but you don’t have a strategy. I don’t think it would be useful, right now, to work with your managers on strategies for meeting the 20/20 goal. What I would advise is that you first work to discover the very most promising opportunities for the business. Those opportunities may be internal, fixing bottlenecks and constraints in the way people work, or external. To do this, you should probably pull together a small team of people and take a month to do a review of who your buyers are, who you compete with, and what opportunities exist. It’s normally a good idea to look very closely at what is changing in your business, where you might get a jump on the competition. You should open things up so there are as many useful bits of information on the table as possible. If you want, I can help you structure some of this process and, maybe, help you ask some of the right questions. The end result will be a strategy that is aimed at channeling energy into what seem to be one or two of the most attractive opportunities, where it looks like you can make major inroads or breakthroughs. I can’t tell you in advance how large such opportunities are, or where they may be. I can’t tell you in advance how fast revenues will grow. Perhaps you will want to add new services, or cut back on doing certain things that don’t make a profit. Perhaps you will find it more promising to focus on grabbing the graphics work that currently goes in-house, rather than to competitors. But, in the end, you should have a very short list of the most important things for the company to do. Then you will have a basis for moving forward. That is what I would do were I in your shoes. If you continue down the road you are on you will be counting on motivation to move the company forward. I cannot honestly recommend that as a way forward because business competition is not just a battle of strength and wills; it is also a competition over insights and competencies. My judgment is that motivation, by itself, will not give this company enough of an edge to achieve your goals. Chad Logan thanked me and, a week later, retained someone else to help him. The new consultant took Logan and his department managers through an exercise he called “Visioning.” The gist of it was the question “How big do you think this company can be?” In the morning they stretched their aspirations from “bigger” to “very much bigger.” Then, in the afternoon, the facilitator challenged them to an even grander vision: “Think twice as big as that,” he pressed. Logan

president, Kerry, Moniz, Sherman, and many others, we obtained more than the necessary support. The congressional review period expired without a vote of disapproval. The deal was done! The Iran agreement is proof of the value of tough sanctions, when combined with skillful, relentless diplomacy, to accomplish the seemingly unachievable in international affairs. The JCPOA was a finely detailed agreement that effectively closed all pathways to Iran developing a nuclear weapon and ensured Iran would face the most rigorous, intrusive international inspections regime ever established. It was never able, nor was it intended, to halt all of Iran’s nefarious behavior—its support for terrorism, its destabilization of neighboring states, its hostility toward Israel, or its ballistic missile program. Still, it effectively addressed our biggest concern and that of the international community—preventing Iran from posing a far more dangerous threat to the region and the world through its acquisition of nuclear weapons. Understandably, Israel always said it viewed Iran’s nuclear program as an existential threat. So, surely, the removal of that threat would be welcome news to Israel, our Gulf partners, and their backers. In reality, we discovered that removing the nuclear threat was not in fact their principal motivation. Rather, Israel and the Gulf Arab countries aimed to put permanent and crippling economic and military pressure on Iran such that either the regime collapsed, or it was too weak to wield meaningful influence in the region. The nuclear deal, which allowed Iran to access much of its own frozen assets held abroad under sanctions, in exchange for full and verifiable compliance with the terms of the agreement, was deemed worse than no deal at all by those who prioritized keeping the international community’s boot on Iran’s neck above halting its

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