Performance Motivation Quotes

Love is blind, they say; sex is impervious to reason and mocks the power of all philosophers. But, in fact, a person's sexual choice is the result and sum of their fundamental convictions. Tell me what a person finds sexually attractive and I will tell you their entire philosophy of life. Show me the person they sleep with and I will tell you their valuation of themselves. No matter what corruption they're taught about the virtue of selflessness, sex is the most profoundly selfish of all acts, an act which they cannot perform for any motive but their own enjoyment - just try to think of performing it in a spirit of selfless charity! - an act which is not possible in self-abasement, only in self-exultation, only on the confidence of being desired and being worthy of desire. It is an act that forces them to stand naked in spirit, as well as in body, and accept their real ego as their standard of value. They will always be attracted to the person who reflects their deepest vision of themselves, the person whose surrender permits them to experience - or to fake - a sense of self-esteem .. Love is our response to our highest values - and can be nothing else.

You have the right to work, but for the work's sake only. You have no right to the fruits of work. Desire for the fruits of work must never be your motive in working. Never give way to laziness, either. Perform every action with you heart fixed on the Supreme Lord. Renounce attachment to the fruits. Be even-tempered in success and failure: for it is this evenness of temper which is meant by yoga. Work done with anxiety about results is far inferior to work done without such anxiety, in the calm of self-surrender. Seek refuge in the knowledge of Brahma. They who work selfishly for results are miserable.

Success is a decision, not a gift.

Constantly scanning the world for the negative comes with a great cost. It undercuts our creativity, raises our stress levels, and lowers our motivation and ability to accomplish goals.

There are three types of people in this world. Firstly, there are people who make things happen. Then there are people who watch things happen. Lastly, there are people who ask, what happened? Which do you want to be?

Letting the wrong people hang around is unfair to all the right people, as they inevitably find themselves compensating for the inadequacies of the wrong people. Worse, it can drive away the best people. Strong performers are intrinsically motivated by performance, and when they see their efforts impeded by carrying extra weight, they eventually become frustrated.

Dance less in motion and more in spirit; awaken the dreamer within.

To summarize, using money to motivate people can be a double-edged sword. For tasks that require cognitive ability, low to moderate performance-based incentives can help. But when the incentive level is very high, it can command too much attention and thereby distract the person’s mind with thoughts about the reward. This can create stress and ultimately reduce the level of performance.

Like everything in life, it is not what happens to you but how you respond to it that counts.

After seven experiments with hundreds of children, we had some of the clearest findings I’ve ever seen: Praising children’s intelligence harms their motivation and it harms their performance. How can that be? Don’t children love to be praised? Yes, children love praise. And they especially love to be praised for their intelligence and talent. It really does give them a boost, a special glow—but only for the moment. The minute they hit a snag, their confidence goes out the window and their motivation hits rock bottom. If success means they’re smart, then failure means they’re dumb. That’s the fixed mindset.

It is never about who is right or wrong, it is about what is best.

Too often, people get stuck in a state of over-thinking, the result is that they never reach a decision.

When we mentally give a person, place, or point in time more credit than ourselves, we create a fictitious ceiling. A restriction over the expectations that we have over our own performance in that moment. We get tense. We focus on the outcome instead of the activity and we miss the doing of the deed. We either think the world depends on the result or it's too good to be true. But it doesn't and it isn't. And it's not our right to believe it does or is. Don't create imaginary constraints. A leading role, a blue ribbon, a winning score, a great idea, the love of our life, euphoric bliss... Who are we to think we don't deserve these fortunes when they're in our grasp? Who are we to think we haven't earned them? If we stay and process within ourselves, in the joy of the doing, we will never choke at the finish line. Why? Because we're not thinking of the finish line. We're not looking at the clock. We’re not watching ourselves on the Jumbotron performing. We are performing in real time where the approach is the destination.

Compete like you cannot fail.

The first step is the most important. It is the most crucial and the most effective as it will initiate the direction you have chosen.

In addition to building a strong team, you also have to motivate that team when their spirits are down, show your pride in them when they perform well, and be there when they make mistakes. You have to invest in their training and start treating them as partners in your business’ success.

Music does not need language of words for it has movements of dance to do its translation.

Love is blind, they say; sex is impervious to reason and mocks the power of all philosophers. But, in fact, a man’s sexual choice is the result and the sum of his fundamental convictions. Tell me what a man finds sexually attractive and I will tell you his entire philosophy on life. Show me the woman he sleeps with and I will tell you his valuation of himself. No matter what corruption he’s taught about the virtue of selflessness, sex is the most profoundly selfish of all acts, an act which he cannot perform for any motive but his own enjoyment–just try to think of performing it in a spirit of selfless charity!–an act which is not possible in self-abasement, only in self-exaltation, only in confidence of being desired and being worthy of desire.

If we are hunting the highest version of ourselves, then we need to turn work into play and not the other way round. Unless we invert this equation, much of our capacity for intrinsic motivation starts to shut down. We lose touch with our passion and become less than what we could be and that feeling never really goes away.

7 keys to getting more things done: 1 start 2 dont make excuses 3 celebrate small steps 4 ignore critics 5 be consistent 6 be open 7 stay positive

To perform you need practice, to practice you need passion.

Are we open-minded enough to assume that other species have a mental life? Are we creative enough to investigate it? Can we tease apart the roles of attention, motivation, and cognition? Those three are involved in everything animals do; hence poor performance can be explained by any one of them.

If obstacles are large, jump higher.

If not now, when?

Act like a champion, and then become one.

You are the sky. Everything else – it’s just the weather.’ Pema Chodron

Soar like an eagle beyond skies of heavens reach; as wings of dreams dance with winds of reality.

Dance resides within us all. Some find it when joy conquers sorrow, others express it through celebration of movements; and then there are those... whose existence is dance,

If you have positive energy you will always attract positive outcomes.

Share your aspirations only with those who will support you, not those who will respond with doubt or lack of interest.

When we are happy—when our mindset and mood are positive—we are smarter, more motivated, and thus more successful. Happiness is the center, and success revolves around it.

...one cannot but wonder how an environment can make people despair and sit idle and then, by changing the conditions, one can transform the same people into matchless performers.

It is action that creates motivation.

When the melody plays, footsteps move, heart sings and spirit begin to dance.

Every time a champion makes a decision they have a chance to learn something new, regardless of the outcome.

The thrust of continuous action is the firewood which fuels motivation.

Throughout my life I have seen, without one exception, narrow-shouldered men performing innumerable idiotic acts, brutalizing their fellows, and corrupting souls by every means. They call the motive for their actions: fame.

Look for solutions, instead of being difficult; be more thoughtful, instead of allowing anger to burn you out. Look at things from a different perspective, embrace change, look out for opportunities and you will feel much more in control.

Edison was by far the most successful and, probably, the last exponent of the purely empirical method of investigation. Everything he achieved was the result of persistent trials and experiments often performed at random but always attesting extraordinary vigor and resource. Starting from a few known elements, he would make their combinations and permutations, tabulate them and run through the whole list, completing test after test with incredible rapidity until he obtained a clue. His mind was dominated by one idea, to leave no stone unturned, to exhaust every possibility.

A mind filled with negative thoughts makes you feel miserable and inadequate and will lead to failure after failure no matter how hard you try to succeed.

If you want to continue to be the best in the world, then you have to train and compete like you are second best in the world.

Whatever is going on inside your head has everything to do with how well you end up performing.

When I create a masterpiece I feel alive! When my creation is revered I feel immortal.

If you remain static and wait for success to come to you it will certainly not happen.

You win, not by defeating others, but by performing better than before.

Inspiration may come from many places but motivation - the love of life, daily drive and the will to thrive - that must come from you from within

To think is good. To obsess is bad.

The challenge for you is to decide not what is important, but what is most important and then focus your attention on that.

Your current apathy is simply your soul telling you that it is confused.

If you feel anxiety or depression, you are not in the present. You are either anxiously projecting the future or depressed and stuck in the past. The only thing you have any control over is the present moment; simple breathing exercises can make us calm and present instantly.

The science shows that the secret to high performance isn’t our biological drive or our reward-and-punishment drive, but our third drive—our deep-seated desire to direct our own lives, to extend and expand our abilities, and to make a contribution.

Motivation is what gets you into this game; learning is what helps you continue to play; creativity is how you steer; and flow is how you turbo-boost the results beyond all rational standards and reasonable expectations.

Your authority extends only to the performance of action; obtaining or not obtaining the fruit is never within your control; therefore, do not be one who performs action with a motive that a specific fruit should be obtained; nor insist on not-performing action.

When you think a positive thought, you become positive.

Do you want to know what one of the secrets to achieving all of your goals is? You’ve got to be committed.

If not you, who?

It is one thing to know what should be done, it is another to do it.

Nothing could be any worse than having to turn to your friends, your colleagues and your loved ones and say –‘I gave up too soon’.

I’d rather go into a competition as the underdog. Less pressure to perform, and more motivation.

Being connected to others gives us a stake in more than our own interests. It expands those interests to include our whole community and thus increases our motivation to work together.

For a human character to reveal truly exceptional qualities, one must have the good fortune to be able to observe its performance over many years. If this performance is devoid of all egoism, if its guiding motive is unparalleled generosity, if it is absolutely certain that there is no thought of recompense and that, in addition, it has left its visible mark upon the earth, then there can be no mistake.

Never let failure discourage you. Every time you get to the base of a mountain (literal or metaphorical), you're presented with a new opportunity to challenge yourself, to push your limits beyond what you thought possible, to learn from climbers on the trail ahead of you, and to take in some amazing views. Your performance on the mountain you climbed last week or last month or last year doesn't matter - because it's all about what you are doing right now.

Even the most motivated and intelligent student will advance more quickly under the tutelage of someone who knows the best order in which to learn things, who understands and can demonstrate the proper way to perform various skills, who can provide useful feedback, and who can devise practice activities designed to overcome particular weaknesses.

You must prune to bloom. If the dead weight is not pruned and removed, it compromises the quality, performance, and output of the vine. When you prune what’s not working in your life, you make the space and place for renewal to happen and for new growth to spring forth.

Purpose fosters motivation; motivation lets us endure a greater perception of effort; and enduring a greater perception of effort often results in better performance. This equation holds true in every field—from the track to the workplace.

Studies have shown that performance gets worse as group size increases: groups of nine generate fewer and poorer ideas compared to groups of six, which do worse than groups of four. The “evidence from science suggests that business people must be insane to use brainstorming groups,” writes the organizational psychologist Adrian Furnham. “If you have talented and motivated people, they should be encouraged to work alone when creativity or efficiency is the highest priority.” The one exception to this is online brainstorming.

Let go of a need for personal recognition. Heap kudos on others and they’ll perform even better next time. Leaders are only as good as those who follow them and followers are at their best when leaders are quick to give credit for successes.

I remember clearly the deaths of three men. One was the richest man of the century, who, having clawed his way to wealth through the souls and bodies of men, spent many years trying to buy back the love he had forfeited and by that process performed great service to the world and, perhaps, had much more than balanced the evils of his rise. I was on a ship when he died. The news was posted on the bulletin board, and nearly everyone recieved the news with pleasure. Several said, "Thank God that son of a bitch is dead." Then there was a man, smart as Satan, who, lacking some perception of human dignity and knowing all too well every aspect of human weakness and wickedness, used his special knowledge to warp men, to buy men, to bribe and threaten and seduce until he found himself in a position of great power. He clothed his motives in the names of virtue, and I have wondered whether he ever knew that no gift will ever buy back a man's love when you have removed his self-love. A bribed man can only hate his briber. When this man died the nation rang with praise... There was a third man, who perhaps made many errors in performance but whose effective life was devoted to making men brave and dignified and good in a time when they were poor and frightened and when ugly forces were loose in the world to utilize their fears. This man was hated by few. When he died the people burst into tears in the streets and their minds wailed, "What can we do now?" How can we go on without him?" In uncertainty I am certain that underneath their topmost layers of frailty men want to be good and want to be loved. Indeed, most of their vices are attempted short cuts to love. When a man comes to die, mo matter what his talents and influence and genius, if he dies unloved his life must be a failure to him and his dying a cold horror....we should remember our dying and try so to live that our death brings no pleasure to the world.

Throughout my life I have seen, without one exception, narrow-shouldered men performing innumerable idiotic acts, brustalising their fellows, and corrupted souls by every means. They call the motive for their actions: fame. Seeing these exhibitions I’ve longed to laugh, with the rest, but that strange imitation was impossible. Taking a penknife with a sharp-edged blade, I slit the flesh at the points joining the lips. For an instant I believed my aim was achieved. I saw in a mirror the mouth ruined at my own will! An error! Besides, the blood gushing freely from the two wounds prevented my distinguishing whether this really was the grin of others. But after some moments of comparison I saw quite clearly that my smile did not resemble that of humans: the fact is, I was not laughing.

To become a doctor, you spend so much time in the tunnels of preparation--head down, trying not to screw up, just going from one day to the next--that it is a shock to find yourself at the other end, with someone shaking your hand and offering you a job. But the day comes.

Though I cannot tell why it was exactly that those stage managers, the Fates, put me down for this shabby part of a whaling voyage, when others were set down for magnificent parts in high tragedies, and short and easy parts in genteel comedies, and jolly parts in faces—though I cannot tell why this was exactly; yet, now that I recall all the circumstances, I think I can see a little into the springs and motives which being cunningly presented to me under various disguises, induced me to set about performing the part I did, besides cajoling me into the delusion that it was a choice resulting from my own unbiased freewill and discriminating judgment.

Thus if we know a child has had sufficient opportunity to observe and acquire a behavioral sequence, and we know he is physically capable of performing the act but does not do so, then it is reasonable to assume that it is motivation which is lacking. The appropriate countermeasure then involves increasing the subjective value of the desired act relative to any competing response tendencies he might have, rather than having the model senselessly repeat an already redundant sequence of behavior.

Just as a parent is pleased with the efforts of his little child to please him, though it be only by picking a daisy or walking across a room, so is our Father in heaven pleased with the poor performances of His believing children. He looks at the motive, principle, and intention of their actions, and not merely at their quantity and quality. He regards them as members of His own dear Son,

channeling emotions toward a productive end is a master aptitude. Whether it be in controlling impulse and putting off gratification, regulating our moods so they facilitate rather than impede thinking, motivating ourselves to persist and try, try again in the face of setbacks, or finding ways to enter flow and so perform more effectively—all bespeak the power of emotion to guide effective effort.

The happiest people on earth worked hard for their fulfillment. They didn’t just have the most peak experiences, they had devoted their lives to having these experiences, often, as Csikszentmihalyi explained in his 1996 book Creativity, going to extreme lengths to seek them out: It was clear from talking to them, that what kept them motivated was the quality of the experience they felt when they were involved with the activity. The feeling didn’t come when they were relaxing, when they were taking drugs or alcohol, or when they were consuming the expensive privileges of wealth. Rather, it often involved painful, risky, difficult activities that stretched the person’s capacity and involved an element of novelty and discovery.

Micromanagement is mismanagement. … [P]eople micromanage to assuage their anxieties about organizational performance: they feel better if they are continuously directing and controlling the actions of others—at heart, this reveals emotional insecurity on their part. It gives micromanagers the illusion of control (or usefulness). Another motive is lack of trust in the abilities of staff—micromanagers do not believe that their colleagues will successfully complete a task or discharge a responsibility even when they say they will.”108

Once someone’s source of motivation is self-actualization, his drive to perform has no limit. Thus, its most important characteristic is that unlike other sources of motivation, which extinguish themselves after the needs are fulfilled, self-actualization continues to motivate people to ever higher levels of performance.

Every hour be firmly resolved... to accomplish the work at hand with fitting and unaffected dignity, goodwill, freedom, justice. Banish from your thoughts all other considerations. This is possible if you perform each act as if it were your last, rejecting every frivolous distraction, every denial of the rule of reason, every pretentious gesture, vain show, and whining complaint against the decrees of fate. Do you see what little is required of a man to live a well-tempered and god-fearing life? Obey these precepts, and the gods will ask nothing more (II.5).

Scientists who study human motivation have lately learned that after basic survival needs have been met, the combination of autonomy (the desire to direct your own life), mastery (the desire to learn, explore, and be creative), and purpose (the desire to matter, to contribute to the world) are our most powerful intrinsic drivers—the three things that motivate us most. All three are deeply woven through the fabric of flow.

Friendship is a difficult thing to define. Oscar here is my oldest friend. How would you define friendship, Oscar?" Oscar grunts slightly, as though the answer is obvious. "Friendship is about choice and chemistry. It cannot be defined." "But surely there's something more to it than that." "It is a willingness to overlook faults and to accept them. I would let a friend hurt me without striking back," he says, smiling. "But only once." De Souza laughs. "Bravo, Oscar, I can always rely on you to distill an argument down to its purest form. What do you think, Dayel?" The Indian rocks his head from side to side, proud that he has been asked to speak next. "Friendship is different for each person and it changes throughout our lives. At age six it is about holding hands with your best friend. At sixteen it is about the adventure ahead. At sixty it is about reminiscing." He holds up a finger. "You cannot define it with any one word, although honesty is perhaps the closest word-" "No, not honesty," Farhad interrupts. "On the contrary, we often have to protect our friends from what we truly think. It is like an unspoken agreement. We ignore each other's faults and keep our confidences. Friendship isn't about being honest. The truth is too sharp a weapon to wield around someone we trust and respect. Friendship is about self-awareness. We see ourselves through the eyes of our friends. They are like a mirror that allows us to judge how we are traveling." De Souza clears his throat now. I wonder if he is aware of the awe that he inspires in others. I suspect he is too intelligent and too human to do otherwise. "Friendship cannot be defined," he says sternly. "The moment we begin to give reasons for being friends with someone we begin to undermine the magic of the relationship. Nobody wants to know that they are loved for their money or their generosity or their beauty or their wit. Choose one motive and it allows a person to say, 'is that the only reason?'" The others laugh. De Souza joins in with them. This is a performance. He continues: "Trying to explain why we form particular friendships is like trying to tell someone why we like a certain kind of music or a particular food. We just do.

Loving, of enemies is another dogma of feigned morality, and has besides no meaning. It is incumbent on man, as a moralist, that he does not revenge an injury; and it is equally as good in a political sense, for there is no end to retaliation; each retaliates on the other, and calls it justice: but to love in proportion to the injury, if it could be done, would be to offer a premium for a crime. Besides, the word enemies is too vague and general to be used in a moral maxim, which ought always to be clear and defined, like a proverb. If a man be the enemy of another from mistake and prejudice, as in the case of religious opinions, and sometimes in politics, that man is different to an enemy at heart with a criminal intention; and it is incumbent upon us, and it contributes also to our own tranquillity, that we put the best construction upon a thing that it will bear. But even this erroneous motive in him makes no motive for love on the other part; and to say that we can love voluntarily, and without a motive, is morally and physically impossible. Morality is injured by prescribing to it duties that, in the first place, are impossible to be performed, and if they could be would be productive of evil; or, as before said, be premiums for crime. The maxim of doing as we would be done unto does not include this strange doctrine of loving enemies; for no man expects to be loved himself for his crime or for his enmity. Those who preach this doctrine of loving their enemies, are in general the greatest persecutors, and they act consistently by so doing; for the doctrine is hypocritical, and it is natural that hypocrisy should act the reverse of what it preaches. For my own part, I disown the doctrine, and consider it as a feigned or fabulous morality; yet the man does not exist that can say I have persecuted him, or any man, or any set of men, either in the American Revolution, or in the French Revolution; or that I have, in any case, returned evil for evil.

It was clear from talking to them, that what kept them motivated was the quality of the experience they felt when they were involved with the activity. The feeling didn’t come when they were relaxing, when they were taking drugs or alcohol, or when they were consuming the expensive privileges of wealth. Rather, it often involved painful, risky, difficult activities that stretched the person’s capacity and involved an element of novelty and discovery.

When our hopes for performance are not completely met, realistic optimism involves accepting what cannot now be changed, rather than condemning or second-guessing ourselves. Focusing on the successful aspects of performance (even when the success is modest) promotes positive affect, reduces self-doubt, and helps to maintain motivation (e.g., McFarland & Ross, 1982).... Nevertheless, realistic optimism does not include or imply expectations that things will improve on their own. Wishful thinking of this sort typically has no reliable supporting evidence. Instead, the opportunity-seeking component of realistic optimism motivates efforts to improve future performances on the basis of what has been learned from past performances.

Social scientists have determined that we accept inner responsibility for a behavior when we think we have chosen to perform it in the absence of strong outside pressures. A large reward is one such external pressure. It may get us to perform a certain action, but it won’t get us to accept inner responsibility for the act. Consequently, we won’t feel committed to it. The same is true of a strong threat; it may motivate immediate compliance, but it is unlikely to produce long-term commitment.

Table 3–1. Definitions of Cognitive Distortions 1. ALL-OR-NOTHING THINKING: You see things in black-and-white categories. If your performance falls short of perfect, you see yourself as a total failure. 2. OVERGENERALIZATION: You see a single negative event as a never-ending pattern of defeat. 3. MENTAL FILTER: You pick out a single negative detail and dwell on it exclusively so that your vision of all reality becomes darkened, like the drop of ink that colors the entire beaker of water. 4. DISQUALIFYING THE POSITIVE: You reject positive experiences by insisting they “don’t count” for some reason or other. In this way you can maintain a negative belief that is contradicted by your everyday experiences. 5. JUMPING TO CONCLUSIONS: You make a negative interpretation even though there are no definite facts that convincingly support your conclusion. a. Mind reading. You arbitrarily conclude that someone is reacting negatively to you, and you don’t bother to check this out. b. The Fortune Teller Error. You anticipate that things will turn out badly, and you feel convinced that your prediction is an already-established fact. 6. MAGNIFICATION (CATASTROPHIZING) OR MINIMIZATION: You exaggerate the importance of things (such as your goof-up or someone else’s achievement), or you inappropriately shrink things until they appear tiny (your own desirable qualities or the other fellow’s imperfections). This is also called the “binocular trick.” 7. EMOTIONAL REASONING: You assume that your negative emotions necessarily reflect the way things really are: “I feel it, therefore it must be true.” 8. SHOULD STATEMENTS: You try to motivate yourself with shoulds and shouldn’ts, as if you had to be whipped and punished before you could be expected to do anything. “Musts” and “oughts” are also offenders. The emotional consequence is guilt. When you direct should statements toward others, you feel anger, frustration, and resentment. 9. LABELING AND MISLABELING: This is an extreme form of overgeneralization. Instead of describing your error, you attach a negative label to yourself: “I’m a loser.” When someone else’s behavior rubs you the wrong way, you attach a negative label to him: “He’s a goddam louse.” Mislabeling involves describing an event with language that is highly colored and emotionally loaded. 10. PERSONALIZATION: You see yourself as me cause of some negative external event which in fact you were not primarily responsible for.

It is not what a man does that determines whether his work is sacred or secular; it is why he does it. The motive is everything. Let a man sanctify the Lord God in his heart and he can thereafter do no common act. All he does is good and acceptable to God through Jesus Christ. For such a man, living itself will be sacramental and the whole world a sanctuary. His entire life will be a priestly ministration. As he performs his never-so-simple task, he will hear the voice of the seraphim saying, Holy, holy, holy, is the LORD of the hosts; the whole earth is full of his glory.

Nobody likes to fail, but there is a difference between a normal aversion to failure and an intense fear of failure. Aversion to failure motivates us to take necessary precautions and to work harder to achieve success. By contrast, intense fear of failure often handicaps us, making us reject failure so vigorously that we cannot take the risks that are necessary for growth. This fear not only compromises our performance but jeopardizes our overall psychological well-being. Failure is an inescapable part of life and a critically important part of any successful life. We learn to walk by falling, to talk by babbling, to shoot a basket by missing, and to color the inside of a square by scribbling outside the box. Those who intensely fear failing end up falling short of their potential. We either learn to fail or we fail to learn.

As I developed as a CEO, I found two key techniques to be useful in minimizing politics. 1. Hire people with the right kind of ambition. The cases that I described above might involve people who are ambitious but not necessarily inherently political. All cases are not like this. The surest way to turn your company into the political equivalent of the U.S. Senate is to hire people with the wrong kind of ambition. As defined by Andy Grove, the right kind of ambition is ambition for the company’s success with the executive’s own success only coming as a by-product of the company’s victory. The wrong kind of ambition is ambition for the executive’s personal success regardless of the company’s outcome. 2. Build strict processes for potentially political issues and do not deviate. Certain activities attract political behavior. These activities include:   Performance evaluation and compensation   Organizational design and territory   Promotions Let’s examine each case and how you might build and execute a process that insulates the company from bad behavior and politically motivated outcomes.

But in dozens and dozens of studies, Latham and Locke found that setting goals increased performance and productivity 11 to 25 percent.5 That’s quite a boost. If an eight-hour day is our baseline, that’s like getting two extra hours of work simply by building a mental frame (aka a goal) around the activity. But not every goal is the same. “We found that if you want the largest increase in motivation and productivity,” says Latham, “then big goals lead to the best outcomes. Big goals significantly outperform small goals, medium-sized goals, and vague goals. It comes down to attention and persistence—which are two of the most important factors in determining performance. Big goals help focus attention, and they make us more persistent. The result is we’re much more effective when we work, and much more willing to get up and try again when we fail.

The science shows that . . . typical twentieth-century carrot-and-stick motivators—things we consider somehow a “natural” part of human enterprise—can sometimes work. But they’re effective in only a surprisingly narrow band of circumstances. The science shows that “if-then” rewards . . . are not only ineffective in many situations, but can also crush the high-level, creative, conceptual abilities that are central to current and future economic and social progress. The science shows that the secret to high performance isn’t our biological drive (our survival needs) or our reward-and-punishment drive, but our third drive—our deep-seated desire to direct our own lives, to extend and expand our abilities, and to fill our life with purpose.

Tell me what a person finds sexually attractive and I will tell you their entire philosophy of life. Show me the person they sleep with and I will tell you their valuation of themselves. No matter what corruption they're taught about the virtue of selflessness, sex is the most profoundly selfish of all acts, an act which they cannot perform for any motive but their own enjoyment....They will always be attracted to the person who reflects their deepest vision of themselves, the person whose surrender permits them to experience - or to fake - a sense of self-esteem .. Love is our response to our highest values - and can be nothing else.

Persistence trumps talent. What's the most powerful force in the universe? Compound interest. It builds on itself. Over time, a small amount of money becomes a large amount of money. Persistence is similar. A little bit improves performance, which encourages greater persistence which improves persistence even more. And on and on it goes. Lack of persistence works the same way -- only in the opposite direction. Of course talent is important, but the world is lit erred with talented people who didn't persist, who didn't put in the hours, who gave up too early, who thought they could ride on talent alone. Meanwhile, people who might have less talent pass them by. That's why intrinsic motivation is so important. Doing things not the get an external reward like money or a promotion, but because you simple like doing it. The more intrinsic motivation you have , the more likely you are to persist. The more you persist, the more likely you are to succeed.

Some of the things written during those years, justifying, for example, the execution of the Rosenbergs, or the crucifixion of Alger Hiss (and the beatification of Whittaker Chambers) taught me something about the irresponsibility and cowardice of the liberal community which I will never forget. Their performance, then, yet more than the combination of ignorance and arrogance with which this community has always protected itself against the deepest implications of black suffering, persuaded me that brilliance without passion is nothing more than sterility. It must be remembered, after all, that I did not begin meeting these people at the point that they began to meet me: I had been delivering their packages and emptying their garbage and taking their tips for years. (And they don’t tip well.) And what I watched them do to each other during the McCarthy era was, in some ways, worse than anything they had ever done to me, for I, at least, had never been mad enough to depend on their devotion. It seemed very clear to me that they were lying about their motives and were being blackmailed by their guilt; were, in fact, at bottom, nothing more than the respectable issue of various immigrants, struggling to hold on to what they had acquired.

For Eric, Columbine was a performance. Homicidal art. He actually referred to his audience in his journal: “the majority of the audience wont even understand my motives,” he complained. He scripted Columbine as made-for-TV murder, and his chief concern was that we would be too stupid to see the point. Fear was Eric’s ultimate weapon. He wanted to maximize the terror. He didn’t want kids to fear isolated events like a sporting event or a dance; he wanted them to fear their daily lives. It worked. Parents across the country were afraid to send their kids to school. Eric didn’t have the political agenda of a terrorist, but he had adopted terrorist tactics. Sociology professor Mark Juergensmeyer identified the central characteristic of terrorism as “performance violence.” Terrorists design events “to be spectacular in their viciousness and awesome in their destructive power. Such instances of exaggerated violence are constructed events: they are mind-numbing, mesmerizing theater.” The audience—for Timothy McVeigh, Eric Harris, or the Palestine Liberation Organization—was always miles away, watching on TV. Terrorists rarely settle for just shooting; that limits the damage to individuals. They prefer to blow up things—buildings, usually, and the smart ones choose carefully. “During that brief dramatic moment when a terrorist act levels a building or damages some entity that a society regards as central to its existence, the perpetrators of the act assert that they—and not the secular government—have ultimate control over that entity and its centrality,” Juergensmeyer wrote. He pointed out that during the same day as the first attack on the World Trade Center, in 1993, a deadlier attack was leveled against a coffee shop in Cairo. The attacks were presumably coordinated by the same group. The body count was worse in Egypt, yet the explosion was barely reported outside that country. “A coffeehouse is not the World Trade Center,” he explained. Most terrorists target symbols of the system they abhor—generally, iconic government buildings. Eric followed the same logic. He understood that the cornerstone of his plan was the explosives. When all his bombs fizzled, everything about his attack was misread. He didn’t just fail to top Timothy McVeigh’s record—he wasn’t even recognized for trying. He was never categorized with his peer group. We lumped him in with the pathetic loners who shot people.

The news filled me with such euphoria that for an instant I was numb. My ingrained self-censorship immediately started working: I registered the fact that there was an orgy of weeping going on around me, and that I had to come up with some suitable performance. There seemed nowhere to hide my lack of correct emotion except the shoulder of the woman in front of me, one of the student officials, who was apparently heartbroken. I swiftly buried my head in her shoulder and heaved appropriately. As so often in China, a bit of ritual did the trick. Sniveling heartily she made a movement as though she was going to turn around and embrace me I pressed my whole weight on her from behind to keep her in her place, hoping to give the impression that I was in a state of abandoned grief. In the days after Mao's death, I did a lot of thinking. I knew he was considered a philosopher, and I tried to think what his 'philosophy' really was. It seemed to me that its central principle was the need or the desire? for perpetual conflict. The core of his thinking seemed to be that human struggles were the motivating force of history and that in order to make history 'class enemies' had to be continuously created en masse. I wondered whether there were any other philosophers whose theories had led to the suffering and death of so many. I thought of the terror and misery to which the Chinese population had been subjected. For what? But Mao's theory might just be the extension of his personality. He was, it seemed to me, really a restless fight promoter by nature, and good at it. He understood ugly human instincts such as envy and resentment, and knew how to mobilize them for his ends. He ruled by getting people to hate each other. In doing so, he got ordinary Chinese to carry out many of the tasks undertaken in other dictatorships by professional elites. Mao had managed to turn the people into the ultimate weapon of dictatorship. That was why under him there was no real equivalent of the KGB in China. There was no need. In bringing out and nourishing the worst in people, Mao had created a moral wasteland and a land of hatred. But how much individual responsibility ordinary people should share, I could not decide. The other hallmark of Maoism, it seemed to me, was the reign of ignorance. Because of his calculation that the cultured class were an easy target for a population that was largely illiterate, because of his own deep resentment of formal education and the educated, because of his megalomania, which led to his scorn for the great figures of Chinese culture, and because of his contempt for the areas of Chinese civilization that he did not understand, such as architecture, art, and music, Mao destroyed much of the country's cultural heritage. He left behind not only a brutalized nation, but also an ugly land with little of its past glory remaining or appreciated. The Chinese seemed to be mourning Mao in a heartfelt fashion. But I wondered how many of their tears were genuine. People had practiced acting to such a degree that they confused it with their true feelings. Weeping for Mao was perhaps just another programmed act in their programmed lives. Yet the mood of the nation was unmistakably against continuing Mao's policies. Less than a month after his death, on 6 October, Mme Mao was arrested, along with the other members of the Gang of Four. They had no support from anyone not the army, not the police, not even their own guards. They had had only Mao. The Gang of Four had held power only because it was really a Gang of Five. When I heard about the ease with which the Four had been removed, I felt a wave of sadness. How could such a small group of second-rate tyrants ravage 900 million people for so long? But my main feeling was joy. The last tyrants of the Cultural Revolution were finally gone.

This young woman,” said Diana, “was responsible for the destruction of the Triumvirate’s fleet.” “Well, I had a lot of help,” Lavinia said. “I don’t understand,” I said, turning to Lavinia. “You made all those mortars malfunction?” Lavinia looked offended. “Well, yeah. Somebody had to stop the fleet. I did pay attention during siege-weapon class and ship-boarding class. It wasn’t that hard. All it took was a little fancy footwork.” Hazel finally managed to pick her jaw off the pavement. “Wasn’t that hard?” “We were motivated! The fauns and dryads did great.” She paused, her expression momentarily clouding, as if she remembered something unpleasant. “Um…besides, the Nereids helped a lot. There was only a skeleton crew aboard each yacht. Not, like, actual skeletons, but—you know what I mean. Also, look!” She pointed proudly at her feet, which were now adorned with the shoes of Terpsichore from Caligula’s private collection. “You mounted an amphibious assault on an enemy fleet,” I said, “for a pair of shoes.” Lavinia huffed. “Not just for the shoes, obviously.” She tap-danced a routine that would’ve made Savion Glover proud. “Also to save the camp, and the nature spirits, and Michael Kahale’s commandos.” Hazel held up her hands to stop the overflow of information. “Wait. Not to be a killjoy—I mean, you did an amazing thing!—but you still deserted your post, Lavinia. I certainly didn’t give you permission —” “I was acting on praetor’s orders,” Lavinia said haughtily. “In fact, Reyna helped. She was knocked out for a while, healing, but she woke up in time to instill us with the power of Bellona, right before we boarded those ships. Made us all strong and stealthy and stuff.” Hazel asked, “Is it true about Lavinia acting on your orders?” Reyna glanced at our pink-haired friend. The praetor’s pained expression said something like, I respect you a lot, but I also hate you for being right. “Yes,” Reyna managed to say. “Plan L was my idea. Lavinia and her friends acted on my orders. They performed heroically.” Lavinia beamed. “See? I told you.” The assembled crowd murmured in amazement, as if, after a day full of wonders, they had finally witnessed something that could not be explained.

What did theories matter any more? She wanted to say. The rats have taken over the ship, it's often as simple as that; the rest is narcissistic crap. It must be. (...) For exploitation read property and you have the whole bit. First the exploiter hits the wage-slave over the head with his superior wealth; then he brainwashes him into believing that the pursuit of property is a valid motive for breaking him at the grindstone. That way he has him hooked twice over. (...) "You disappoint me, Charlie. All of a sudden you lack consistency. You've made the perceptions. Why don't you go out and do something about them? Why do you appear here one minute as an intellectual who has the eye and brain to see what is not visible to the deluded masses, the next you have not the courage to go out and perform a small service - like theft - like murder - like blowing something up - say, a police station - for the benefit of those whose hearts and minds are enslaved by the capitalist overlords? Come on, Charlie, where's the action? You're the free soul around here. Don't give us the words, give us the deeds." (...) Anger suspended her bewilderment and dulled the pain of her disgrace (...) She wished terribly that she could go mad so that everyone would be sorry for her; she wished she was just a raving lunatic waiting to be let off, not a stupid little fool of a radical actress (...) (part I, chapter 7)

The problem is that the pressure to disprove a stereotype changes what you are about in a situation. It gives you an additional task. In addition to learning new skills, knowledge, and ways of thinking in a schooling situation, or in addition to trying to perform well in a workplace like the women in the high-tech firms, you are also trying to slay a ghost in the room, the negative stereotype and its allegation about you and your group. You are multitasking, and because the stakes involved are high--survival and success versus failure in an area that is important to you--this multitasking is stressful and distracting. ...And when you realize that this stressful experience is probably a chronic feature of the stetting for you, it can be difficult for you to stay in the setting, to sustain your motivation to succeed there. Disproving a stereotype is a Sisyphean task; something you have to do over and over again as long as your are in the domain where the stereotype applies. Jeff seemed to feel this way about Berkeley, that he couldn't find a place there where he could be seen as belonging. When men drop out of quantitative majors in college, it is usually because they have bad grades. But when women drop out of quantitative majors in college it usually has nothing to do with their grades. The culprit, in their case, is not their quantitative skills but, more likely, the prospect of living a significant portion of their lives in a domain where they may forever have to prove themselves--and with the chronic stress that goes with that. This is not an argument against trying hard, or against choosing the stressful path. There is no development without effort; and there is seldom great achievement, or boundary breaking, without stress. And to the benefit of us all, many people have stood up to these pressures...The focus here, instead, is on what has to be gotten out of he way to make these playing fields mere level. People experiencing stereotype threat are already trying hard. They're identified with their performance. They have motivation. It's the extra ghost slaying that is in their way.

Over the years, I’ve realized that in any new situation, whether it involves an elevator or a rocket ship, you will almost certainly be viewed in one of three ways. As a minus one: actively harmful, someone who creates problems. Or as a zero: your impact is neutral and doesn’t tip the balance one way or the other. Or you’ll be seen as a plus one: someone who actively adds value. Everyone wants to be a plus one, of course. But proclaiming your plus-oneness at the outset almost guarantees you’ll be perceived as a minus one, regardless of the skills you bring to the table or how you actually perform. This might seem self-evident, but it can’t be, because so many people do it. During the final selection round for each new class of NASA astronauts, for example, there’s always at least one individual who’s hell-bent on advertising him- or herself as a plus one. In fact, all the applicants who make it to the final 100 and are invited to come to Houston for a week have impressive qualifications and really are plus ones—in their own fields. But invariably, someone decides to take it a little further and behave like An Astronaut, one who already knows just about everything there is to know—the meaning of every acronym, the purpose of every valve on a spacesuit—and who just might be willing, if asked nicely, to go to Mars tomorrow. Sometimes the motivation is over-eagerness rather than arrogance, but the effect is the same.

A disdain for the practical swept the ancient world. Plato urged astronomers to think about the heavens, but not to waste their time observing them. Aristotle believed that: “The lower sort are by nature slaves, and it is better for them as for all inferiors that they should be under the rule of a master.… The slave shares in his master’s life; the artisan is less closely connected with him, and only attains excellence in proportion as he becomes a slave. The meaner sort of mechanic has a special and separate slavery.” Plutarch wrote: “It does not of necessity follow that, if the work delight you with its grace, the one who wrought it is worthy of esteem.” Xenophon’s opinion was: “What are called the mechanical arts carry a social stigma and are rightly dishonoured in our cities.” As a result of such attitudes, the brilliant and promising Ionian experimental method was largely abandoned for two thousand years. Without experiment, there is no way to choose among contending hypotheses, no way for science to advance. The anti-empirical taint of the Pythagoreans survives to this day. But why? Where did this distaste for experiment come from? An explanation for the decline of ancient science has been put forward by the historian of science, Benjamin Farrington: The mercantile tradition, which led to Ionian science, also led to a slave economy. The owning of slaves was the road to wealth and power. Polycrates’ fortifications were built by slaves. Athens in the time of Pericles, Plato and Aristotle had a vast slave population. All the brave Athenian talk about democracy applied only to a privileged few. What slaves characteristically perform is manual labor. But scientific experimentation is manual labor, from which the slaveholders are preferentially distanced; while it is only the slaveholders—politely called “gentle-men” in some societies—who have the leisure to do science. Accordingly, almost no one did science. The Ionians were perfectly able to make machines of some elegance. But the availability of slaves undermined the economic motive for the development of technology. Thus the mercantile tradition contributed to the great Ionian awakening around 600 B.C., and, through slavery, may have been the cause of its decline some two centuries later. There are great ironies here.