Players Motivational Quotes

Then came the healing time, hearts started to shine, soul felt so fine, oh what a freeing time it was.

Government has three primary functions. It should provide for military defense of the nation. It should enforce contracts between individuals. It should protect citizens from crimes against themselves or their property. When government-- in pursuit of good intentions tries to rearrange the economy, legislate morality, or help special interests, the cost come in inefficiency, lack of motivation, and loss of freedom. Government should be a referee, not an active player.

Every game is winnable if you change your mind about what the prize should be and your perspective about the players at the table.

After making all the mistakes, every player has a chance to turn the outcome of the game around by making the right moves next.

Yamamoto was considered, both in Japan and the United States, as intelligent, capable, aggressive, and dangerous. Motivated by his skill as a poker player and casino gambler, he was continually calculating odds on an endless variety of options. He played bridge and chess better than most good players. Like most powerful leaders he was articulate and persuasive, and once in a position of power he pushed his agenda relentlessly. Whether he would push his odds successfully in the Pacific remained to be seen.

When everyone believes they are the life coaches, who are the players?

Sometimes all the players get a bad hand. You just have to be determined enough to see the game through.

Got just enough room to be a friend of yours. Oh I hope you got room to be a friend of mine.

Sordid things, for the most part, are what make human beings, my father included, move. That's what it is to be human, I'm afraid.

Good becomes better by playing against better, but better doesn't become the best by playing against good.

[Team player vs team builder] Players focus on the wins and the loses. Builders focus on the team and future of the vision. Let's move our members from team player to team builder.

In a world full of game players, the only way to set yourself apart is to be a game changer.

You cannot sculpt a piece into a Player. A Player must mold himself out of fortitude and conviction.

Losing is a learning experience. It teaches you humility. It teaches you to work harder. It’s also a powerful motivator.

What I’m praying is that you will choose those beautiful possibilities over any self-annihilating alternatives. My whole life on earth has been the weaving of a single powerful spell. The best part of all my magic was loving you.” (as spoken by the character Valerie Hyerman)

The personal, as every one’s so fucking fond of saying, is political. So if some idiot politician, some power player, tries to execute policies that harm you or those you care about, TAKE IT PERSONALLY. Get angry. The Machinery of Justice will not serve you here—it is slow and cold, and it is theirs, hardware and soft. Only the little people suffer at the hands of Justice; the creatures of power slide out from under with a wink and a grin. If you want justice, you will have to claw it from them. Make it PERSONAL. Do as much damage as you can. GET YOUR MESSAGE ACROSS. That way you stand a far better chance of being taken seriously next time. Of being considered dangerous. And make no mistake about this: being taken seriously, being considered dangerous marks the difference, the ONLY difference in their eyes, between players and little people. Players they will make deals with. Little people they liquidate. And time and again they cream your liquidation, your displacement, your torture and brutal execution with the ultimate insult that it’s just business, it’s politics, it’s the way of the world, it’s a tough life and that IT’S NOTHING PERSONAL. Well, fuck them. Make it personal.   QUELLCRIST FALCONER Things I Should Have Learnt by Now Volume II

When you can't win by being better, you can win by being different. By combining your skills, you reduce the level of competition, which makes it easier to stand out. You can shortcut the need for a genetic advantage (or for years of practice) by rewriting the rules. A good player works hard to win the game everyone else is playing. A great player creates a new game that favors their strengths and avoids their weaknesses.

Effective leaders almost never need to yell. The leader will have created an environment where disappointing him causes his people to be disappointed in themselves. Guilt and affection are far more powerful motivators than fear. The great coaches of team sports are almost always people who simply need to say, in a quiet voice, “That wasn’t our best, now was it?” and his players melt. They love this man, know he loves them, and will work tirelessly not to disappoint him. People are drawn to this kind of leader, as I was drawn all those years ago to Harry Howell, the grocer. A leader who screams at his employees or belittles them will not attract and retain great talent over the long term.

There are many players in the game, but only a handful of champions.

I'm not a winner, but I was the best player

Good attitudes among players do not guarantee a team’s success, but bad attitudes guarantee its failure.

Pretending you aren’t going to die is detrimental to your enjoyment of life. It is detrimental in the same way that it would be detrimental for a basketball player to pretend there was no end to the game he was playing. That player would reduce his intensity, adopt a lazy playing style, and, of course, end up not having any fun at all. Without an end, there is no game. Without being conscious of death, you can’t be fully aware of the gift of life.

Game developers know better than anyone else how to inspire extreme effort and reward hard work. They know how to facilitate cooperation and collaboration at previously unimaginable scales. And they are continuously innovating new ways to motivate players to stick with harder challenges, for longer, and in much bigger groups. These crucial twenty-first-century skills can help all of us find new ways to make a deep and lasting impact on the world around us.

But wether I am faking on a player piano, or striking the chords with the power of my own mind and hands, the song of my life is equally suspenseful and full of surprises as it rolls off the pulsating sounding board of destiny - a barcarole that either way will leave, I hope, happy echoes behind

From then on, my computer monitored my vital signs and kept track of exactly how many calories I burned during the course of each day. If I didn’t meet my daily exercise requirements, the system prevented me from logging into my OASIS account. This meant that I couldn’t go to work, continue my quest, or, in effect, live my life. Once the lockout was engaged, you couldn’t disable it for two months. And the software was bound to my OASIS account, so I couldn’t just buy a new computer or go rent a booth in some public OASIS café. If I wanted to log in, I had no choice but to exercise first. This proved to be the only motivation I needed. The lockout software also monitored my dietary intake. Each day I was allowed to select meals from a preset menu of healthy, low-calorie foods. The software would order the food for me online and it would be delivered to my door. Since I never left my apartment, it was easy for the program to keep track of everything I ate. If I ordered additional food on my own, it would increase the amount of exercise I had to do each day, to offset my additional calorie intake. This was some sadistic software. But it worked. The pounds began to melt off, and after a few months, I was in near-perfect health. For the first time in my life I had a flat stomach, and muscles. I also had twice the energy, and I got sick a lot less frequently. When the two months ended and I was finally given the option to disable the fitness lockout, I decided to keep it in place. Now, exercising was a part of my daily ritual.

When it comes to your career, you want to strive to become the type of person Patrick Lencioni describes in his book The Ideal Team Player: someone who is hungry (a motivated go-getter), humble (knows who they are and what they bring to the table), and smart (expertly manages relationships). Isn’t that the kind of person you want to work with?

I truly believe that success is determined not on Friday nights during games but rather in practice away from the lights and glimmer where coaches and players only have each other, their sweat, their discipline and their loyalty to each other. It is at practice where the boys of America become men through hard work, dedication and perseverance.

Life is a game. To be a world changer choose to be the player and not the ball

In any game, the game itself is the prize, no matter who wins, ultimately both lose the game.

My responsibility is getting all my players playing for the name on the front of the jersey, not the one on the back. –Unknown

Regular practice, consistency and self-confidence can only help you becoming a great player.

Go with me into the book. It's safe here.

For every opportunity lost, people might place their bet on futuristic fortunes perpetuated by certain strategical moves. Once you accept the mistakes rest will be history

I like my players to be married and in debt. That's the way you motivate them.

A Sport Teaches Us Exciting Life Lessons, But If You Are Attached To A Particular Team Or Some Players Because They Represent Or Bring Glory To Your Country, An Emotional Roller Coaster Is Guaranteed”.

I remain convinced to this day that compassion like that—sincerely caring for your players and maintaining an active interest in their lives, concerns, and motivations—is one of the most important qualities a coach can have.

Coach wastes no time delivering one of his brief, post-game speeches. As usual, it sounds like he’s talking in point form. “We lost. It feels shitty. Don’t let it get to you. Just means we work harder during practice and bring it harder for the next game.” He nods at everyone, then stalks out the door. I’d think he was pissed at us, if not for the fact that his victory speeches more or less go the same way—“We won. It feels great. Don’t let it go to your head. We work just as hard during practice and we win more games.” If any of our freshman players are expecting Coach to deliver epic motivational speeches a la Kurt Russell in Miracle, they’re in for a grave disappointment.

Geopolitical pivots are the states whose importance is derived not from their power and motivation but rather from their sensitive location and from the consequences of their potentially vulnerable condition for the behavior of geostrategic players.

Effective leaders almost never need to yell. The leader will have created an environment where disappointing him causes his people to be disappointed in themselves. Guilt and affection are far more powerful motivators than fear. The great coaches of team sports are almost always people who simply need to say, in a quiet voice, “That wasn’t our best, now was it?” and his players melt. They love this man, know he loves them, and will work tirelessly not to disappoint him. People are drawn to this kind of leader, as I was drawn all those years ago to Harry Howell, the grocer. A leader who screams

Boundaries help you perform your best when you’re on the clock, and they help you recharge effectively when you’re not. They improve your mental and physical health; create a culture of respect and trust; keep morale, motivation, and loyalty high; and prevent good employees (like you) from burning out—because burnout is very, very real even if you’re doing a job you love. When employees are feeling energized, respected, and valued, it has a positive impact on their productivity, creativity, and the results they achieve for the business. Remember that the next time you’re tempted to feel guilty for setting a boundary at work—you’re a true team player because you’re helping to create a workplace culture in which everyone thrives.

The 9/11 attacks activated several of these group-related adaptations in my mind. The attacks turned me into a team player, with a powerful and unexpected urge to display my team’s flag and then do things to support the team, such as giving blood, donating money, and, yes, supporting the leader.31 And my response was tepid compared to the hundreds of Americans who got in their cars that afternoon and drove great distances to New York in the vain hope that they could help to dig survivors out of the wreckage, or the thousands of young people who volunteered for military service in the following weeks. Were these people acting on selfish motives, or groupish motives? The rally-round-the-flag reflex is just one example of a groupish mechanism.

If we limit our sight to individual players, we'll never see the big picture. The issue is a systemic one, maintained by interconnected actors, all acting in their self-interest to further their goals. The trouble is not, or not always, the actors themselves, or their intrinsic motivations. Instead, it's the overarching goal of the entire system that's at fault: corporate profit above public health.

when children reach early adolescence, what motivates them most effectively isn’t licking and grooming–style care but a very different kind of attention. Perhaps what pushes middle-school students to concentrate and practice as maniacally as Spiegel’s chess players do is the unexpected experience of someone taking them seriously, believing in their abilities, and challenging them to improve themselves.

Somehow it was not the fault of the born adventurers, of those who by their very nature dwelt outside society and outside all political bodies, that they found in imperialism a political game that was endless by definition; they were not supposed to know that in politics an endless game can end only in catastrophe and that political secrecy hardly ever ends in anything nobler than the vulgar duplicity of a spy. The joke on these players of the Great Game was that their employers knew what they wanted and used their passion for anonymity for ordinary spying. But this triumph of the profit-hungry investors was temporary, and they were duly cheated when a few decades later they met the player of the game of totalitarianism, a game played without ulterior motives like profit and therefore played with such murderous efficiency that it devoured even those who financed it.

On reflection, looking at shows like this and considering my own experiences, what fascinated me was that we have so many stories like this that help us empathize with monstrous men. “Yes, these men are flawed, but they are not as evil as this man.” Even more chilling, they tend to be stories that paint women as roadblocks, aggressors, antagonists, complications—but only in the context of them being a bitch, a whore, a Madonna. The women are never people. Stories about monstrous men are not meant to teach us how to empathize with the women and children murdered, but with the men fighting over their bodies. As a woman menaced by monsters, I find this particularly interesting, this erasure of me from a narrative meant to, if not justify, then explain the brokenness of men. There are shows much better at this, of course, which don’t paint women out of the story—Mad Men is the first to come to mind, and Game of Thrones—but True Detective doubled down. The women terrorized by monsters in real life are active agents. They are monster-slayers, monster-pacifiers, monster-nurturers, monster-wranglers—and some of them are monsters, too. In truth, if we are telling a tale of those who fight monsters, it fascinates me that we are not telling more women’s stories, as we’ve spun so many narratives like True Detective that so blatantly illustrate the sexist masculinity trap that turns so many human men into the very things they despise. Where are the women who fight them? Who partner with them? Who overcome them? Who battle their own monsters to fight greater ones? Because I have and continue to be one of those women, navigating a horror show world of monsters and madmen. We are women who write books and win awards and fight battles and carve out extraordinary lives from ruin and ash. We are not background scenery, our voices silenced, our motives and methods constrained to sex. I cannot fault the show’s men for forgetting that; they’ve created the world as they see it. But I can prod the show’s exceptional writers, because in erasing the narrative of those whose very existence is constantly threatened by these monsters, including trusted monsters whose natures vacillate wildly, they sided with the monsters. I’m not a bit player in a monster’s story. But with narratives like this perpetuated across our media, it wouldn’t surprise me if that’s how my obituary read: a catalogue of the men who sired me, and fucked me, and courted me. Stories that are not my own. Funny, isn’t it? The power of story. It’s why I picked up a pen. I slay monsters, too.

To an economist, the strategy is obvious. Since even a penny is more valuable than nothing, it makes sense for Zelda to accept an offer as low as a penny—and, therefore, it makes sense for Annika to offer just a penny, keeping $19.99 for herself. But, economists be damned, that’s not how normal people played the game. The Zeldas usually rejected offers below $3. They were apparently so disgusted by a lowball offer that they were willing to pay to express their disgust. Not that lowball offers happened very often. On average, the Annikas offered the Zeldas more than $6. Given how the game works, an offer this large was clearly meant to ward off rejection. But still, an average of $6—almost a third of the total amount—seemed pretty generous. Does that make it altruism? Maybe, but probably not. The Ultimatum player making the offer has something to gain—the avoidance of rejection—by giving more generously. As often happens in the real world, seemingly kind behaviors in Ultimatum are inextricably tied in with potentially selfish motivations.

The key questions answered by tipping point leaders are as follows: What factors or acts exercise a disproportionately positive influence on breaking the status quo? On getting the maximum bang out of each buck of resources? On motivating key players to aggressively move forward with change? And on knocking down political roadblocks that often trip up even the best strategies? By single-mindedly focusing on points of disproportionate influence, tipping point leaders can topple the four hurdles that limit execution of blue ocean strategy. They can do this fast and at low cost. Let

I should know; perfectionism has always been a weakness of mine. Brene' Bown captures the motive in the mindset of the perfectionist in her book Daring Greatly: "If I look perfect and do everything perfectly, I can avoid or minimize the painful feelings of shame, judgment, and blame." This is the game, and I'm the player. Perfectionism for me comes from the feelings that I don't know enough. I'm not smart enough. Not hardworking enough. Perfectionism spikes for me if I'm going into a meeting with people who disagree with me, or if I'm giving a talk to experts to know more about the topic I do … when I start to feel inadequate and my perfectionism hits, one of the things I do is start gathering facts. I'm not talking about basic prep; I'm talking about obsessive fact-gathering driven by the vision that there shouldn't be anything I don't know. If I tell myself I shouldn't overprepare, then another voice tells me I'm being lazy. Boom. Ultimately, for me, perfectionism means hiding who I am. It's dressing myself up so the people I want to impress don't come away thinking I'm not as smart or interesting as I thought. It comes from a desperate need to not disappoint others. So I over-prepare. And one of the curious things I've discovered is that what I'm over-prepared, I don't listen as well; I go ahead and say whatever I prepared, whether it responds to the moment or not. I miss the opportunity to improvise or respond well to a surprise. I'm not really there. I'm not my authentic self… If you know how much I am not perfect. I am messy and sloppy in so many places in my life. But I try to clean myself up and bring my best self to work so I can help others bring their best selves to work. I guess what I need to role model a little more is the ability to be open about the mess. Maybe I should just show that to other people. That's what I said in the moment. When I reflected later I realized that my best self is not my polished self. Maybe my best self is when I'm open enough to say more about my doubts or anxieties, admit my mistakes, confess when I'm feeling down. The people can feel more comfortable with their own mess and that's needs your culture to live in that. That was certainly the employees' point. I want to create a workplace where everyone can bring the most human, most authentic selves where we all expect and respect each other's quirks and flaws and all the energy wasted in the pursuit of perfection is saved and channeled into the creativity we need for the work that is a cultural release impossible burdens and lift everyone up.

That is, “Yes” is nothing without “How.” Asking “How,” knowing “How,” and defining “How” are all part of the effective negotiator’s arsenal. He would be unarmed without them.         ■    Ask calibrated “How” questions, and ask them again and again. Asking “How” keeps your counterparts engaged but off balance. Answering the questions will give them the illusion of control. It will also lead them to contemplate your problems when making their demands.         ■    Use “How” questions to shape the negotiating environment. You do this by using “How can I do that?” as a gentle version of “No.” This will subtly push your counterpart to search for other solutions—your solutions. And very often it will get them to bid against themselves.         ■    Don’t just pay attention to the people you’re negotiating with directly; always identify the motivations of the players “behind the table.” You can do so by asking how a deal will affect everybody else and how on board they are.         ■    Follow the 7-38-55 Percent Rule by paying close attention to tone of voice and body language. Incongruence between the words and nonverbal signs will show when your counterpart is lying or uncomfortable with a deal.         ■    Is the “Yes” real or counterfeit? Test it with the Rule of Three: use calibrated questions, summaries, and labels to get your counterpart to reaffirm their agreement at least three times. It’s really hard to repeatedly lie or fake conviction.         ■    A person’s use of pronouns offers deep insights into his or her relative authority. If you’re hearing a lot of “I,” “me,” and “my,” the real power to decide probably lies elsewhere. Picking up a lot of “we,” “they,” and “them,” it’s more likely you’re dealing directly with a savvy decision maker keeping his options open.         ■    Use your own name to make yourself a real person to the other side and even get your own personal discount. Humor and humanity are the best ways to break the ice and remove roadblocks.

All A players have six common denominators. They have a scoreboard that tells them if they are winning or losing and what needs to be done to change their performance. They will not play if they can’t see the scoreboard. They have a high internal, emotional need to succeed. They do not need to be externally motivated or begged to do their job. They want to succeed because it is who they are . . . winners. People often ask me how I motivate my employees. My response is, “I hire them.” Motivation is for amateurs. Pros never need motivating. (Inspiration is another story.) Instead of trying to design a pep talk to motivate your people, why not create a challenge for them? A players love being tested and challenged. They love to be measured and held accountable for their results. Like the straight-A classmate in your high school geometry class, an A player can hardly wait for report card day. C players dread report card day because they are reminded of how average or deficient they are. To an A player, a report card with a B or a C is devastating and a call for renewed commitment and remedial actions. They have the technical chops to do the job. This is not their first rodeo. They have been there, done that, and they are technically very good at what they do. They are humble enough to ask for coaching. The three most important questions an employee can ask are: What else can I do? Where can I get better? What do I need to do or learn so that I continue to grow? If you have someone on your team asking all three of these questions, you have an A player in the making. If you agree these three questions would fundamentally change the game for your team, why not enroll them in asking these questions? They see opportunities. C players see only problems. Every situation is asking a very simple question: Do you want me to be a problem or an opportunity? Your choice. You know the job has outgrown the person when all you hear are problems. The cost of a bad employee is never the salary. My rules for hiring and retaining A players are: Interview rigorously. (Who by Geoff Smart is a spectacular resource on this subject.) Compensate generously. Onboard effectively. Measure consistently. Coach continuously.

If you can go to a movie and see a picture of war and suffering, and afterward say, “What a wonderful picture!” so may you take this life as a cosmic picture-show. Be prepared for every kind of experience that may come to you, realizing that all are but dreams. Each human life constitutes a drama; and the events of each day represent a drama. You are living a fresh one each of the year’s 365 days. The thought that you are merely a player in these dramas is very comforting. Realize that the acting out of whatever part you are called upon to play does not affect your real being. At the end of every earthly incarnation you are the same—the immortal soul—untouched by sickness, sorrow, or death. “He who cannot be ruffled by these (contacts of the senses with their objects), who is calm and evenminded during pain and pleasure, he alone is fit to attain everlastingness!” (Bhagavad Gita II:15.)

HAMLET Ay, so, God be wi' ye; Now I am alone. O, what a rogue and peasant slave am I! Is it not monstrous that this player here, But in a fiction, in a dream of passion, Could force his soul so to his own conceit That from her working all his visage wann'd, Tears in his eyes, distraction in's aspect, A broken voice, and his whole function suiting With forms to his conceit? and all for nothing! For Hecuba! What's Hecuba to him, or he to Hecuba, That he should weep for her? What would he do, Had he the motive and the cue for passion That I have? He would drown the stage with tears And cleave the general ear with horrid speech, Make mad the guilty and appal the free, Confound the ignorant, and amaze indeed The very faculties of eyes and ears. Yet I, A dull and muddy-mettled rascal, peak, Like John-a-dreams, unpregnant of my cause, And can say nothing; no, not for a king, Upon whose property and most dear life A damn'd defeat was made.

I love football. I love the aesthetics of football. I love the athleticism of football. I love the movement of the players, the antics of the coaches. I love the dynamism of the fans. I love their passion for their badge and the colour of their team and their country. I love the noise and the buzz and the electricity in the stadium. I love the songs. I love the way the ball moves and then it flows and the way a teams fortune rises and falls through a game and through a season. But what I love about football is that it brings people together across religious divides, geographic divides, political divides. I love the fact that for ninety minutes in a rectangular piece of grass, people can forget hopefully, whatever might be going on in their life, and rejoice in this communal celebration of humanity. The biggest diverse, invasive or pervasive culture that human kinds knows is football and I love the fact that at the altar of football human kind can come worship and celebrate.

solid player is a mental game fish if they: Change a proven winning strategy because they are running bad/hot. Never recognize when someone has played well against them and/or believe everyone they play against is bad and just gets lucky. Try to win every hand. Think the outcome of a hand can be changed by shouting, praying, or playing a favorite hand. Get frustrated when a bad player plays badly and they even educate them as to why they are bad. Feel like a failure when they lose a hand that was played profitably. Think the solution to running bad is to stop playing or change stakes. Read a poker book cover to cover and think they know everything in it. Watch some of Phil Galfond’s training videos and think they should now be able to crush the game like him. Believe that they are cursed or that other people are luckier than they are. Believe it’s possible to own another player’s soul. Play more hands when they are winning/losing. Play fewer hands when they are winning/losing. Play badly when the stakes are too small for them to care. Allow things to get personal with another regular. Tell bad beat stories to anyone that will listen, while doing nothing to improve how they react to bad beats. Say “one time.

Now, who, according to Rousseau, is the bourgeois? Most simply, following Hegel's formula, he is the man motivated by fear of violent death, the man whose primary concern is preservation or comfortable preservation. Or, to de scribe the inner workings of his soul, he is the man who, when dealing with others, thinks only of himself, and, in his understanding of himself, thinks only of others. He is a role-player. The bourgeois is contrasted by Rousseau, on the one hand, with the natural man, who is whole and simply concerned with himself, and with the citizen, on the other, whose very being consists in his relation to his city, who understands his good to be identical with the common good. The bourgeois distinguishes his own good from the common good, but his good requires society, and hence he exploits others while depending on them. He must define himself in relation to them. The bourgeois comes to be when men no longer believe that there is a common good, when the notion of the father land decays. Rousseau hints that he follows Machiavelli in attributing this decay to Christianity, which promised the heavenly fatherland and thereby took away the supports from the earthly fatherland, leaving social men who have no reason to sacrifice private desire to public duty.

Cohen continued to struggle with his own well-being. Even though he had achieved his life’s dream of running his own firm, he was still unhappy, and he had become dependent on a psychiatrist named Ari Kiev to help him manage his moods. In addition to treating depression, Kiev’s other area of expertise was success and how to achieve it. He had worked as a psychiatrist and coach with Olympic basketball players and rowers trying to improve their performance and overcome their fear of failure. His background building athletic champions appealed to Cohen’s unrelenting need to dominate in every transaction he entered into, and he started asking Kiev to spend entire days at SAC’s offices, tending to his staff. Kiev was tall, with a bushy mustache and a portly midsection, and he would often appear silently at a trader’s side and ask him how he was feeling. Sometimes the trader would be so startled to see Kiev there he’d practically jump out of his seat. Cohen asked Kiev to give motivational speeches to his employees, to help them get over their anxieties about losing money. Basically, Kiev was there to teach them to be ruthless. Once a week, after the market closed, Cohen’s traders would gather in a conference room and Kiev would lead them through group therapy sessions focused on how to make them more comfortable with risk. Kiev had them talk about their trades and try to understand why some had gone well and others hadn’t. “Are you really motivated to make as much money as you can? This guy’s going to help you become a real killer at it,” was how one skeptical staff member remembered Kiev being pitched to them. Kiev’s work with Olympians had led him to believe that the thing that blocked most people was fear. You might have two investors with the same amount of money: One was prepared to buy 250,000 shares of a stock they liked, while the other wasn’t. Why? Kiev believed that the reluctance was a form of anxiety—and that it could be overcome with proper treatment. Kiev would ask the traders to close their eyes and visualize themselves making trades and generating profits. “Surrendering to the moment” and “speaking the truth” were some of his favorite phrases. “Why weren’t you bigger in the trades that worked? What did you do right?” he’d ask. “Being preoccupied with not losing interferes with winning,” he would say. “Trading not to lose is not a good strategy. You need to trade to win.” Many of the traders hated the group therapy sessions. Some considered Kiev a fraud. “Ari was very aggressive,” said one. “He liked money.” Patricia, Cohen’s first wife, was suspicious of Kiev’s motives and believed that he was using his sessions with Cohen to find stock tips. From Kiev’s perspective, he found the perfect client in Cohen, a patient with unlimited resources who could pay enormous fees and whose reputation as one of the best traders on Wall Street could help Kiev realize his own goal of becoming a bestselling author. Being able to say that you were the

Ask calibrated “How” questions, and ask them again and again. Asking “How” keeps your counterparts engaged but off balance. Answering the questions will give them the illusion of control. It will also lead them to contemplate your problems when making their demands. ■​Use “How” questions to shape the negotiating environment. You do this by using “How can I do that?” as a gentle version of “No.” This will subtly push your counterpart to search for other solutions—your solutions. And very often it will get them to bid against themselves. ■​Don’t just pay attention to the people you’re negotiating with directly; always identify the motivations of the players “behind the table.” You can do so by asking how a deal will affect everybody else and how on board they are. ■​Follow the 7-38-55 Percent Rule by paying close attention to tone of voice and body language. Incongruence between the words and nonverbal signs will show when your counterpart is lying or uncomfortable with a deal. ■​Is the “Yes” real or counterfeit? Test it with the Rule of Three: use calibrated questions, summaries, and labels to get your counterpart to reaffirm their agreement at least three times. It’s really hard to repeatedly lie or fake conviction. ■​A person’s use of pronouns offers deep insights into his or her relative authority. If you’re hearing a lot of “I,” “me,” and “my,” the real power to decide probably lies elsewhere. Picking up a lot of “we,” “they,” and “them,” it’s more likely you’re dealing directly with a savvy decision maker keeping his options open. ■​Use your own name to make yourself a real person to the other side and even get your own personal discount. Humor and humanity are the best ways to break the ice and remove roadblocks.

Time management also involves energy management. Sometimes the rationalization for procrastination is wrapped up in the form of the statement “I’m not up to this,” which reflects the fact you feel tired, stressed, or some other uncomfortable state. Consequently, you conclude that you do not have the requisite energy for a task, which is likely combined with a distorted justification for putting it off (e.g., “I have to be at my best or else I will be unable to do it.”). Similar to reframing time, it is helpful to respond to the “I’m not up to this” reaction by reframing energy. Thinking through the actual behavioral and energy requirements of a job challenges the initial and often distorted reasoning with a more realistic view. Remember, you only need “enough” energy to start the task. Consequently, being “too tired” to unload the dishwasher or put in a load of laundry can be reframed to see these tasks as requiring only a low level of energy and focus. This sort of reframing can be used to address automatic thoughts about energy on tasks that require a little more get-up-and-go. For example, it is common for people to be on the fence about exercising because of the thought “I’m too tired to exercise.” That assumption can be redirected to consider the energy required for the smaller steps involved in the “exercise script” that serve as the “launch sequence” for getting to the gym (e.g., “Are you too tired to stand up and get your workout clothes? Carry them to the car?” etc.). You can also ask yourself if you have ever seen people at the gym who are slumped over the exercise machines because they ran out of energy from trying to exert themselves when “too tired.” Instead, you can draw on past experience that you will end up feeling better and more energized after exercise; in fact, you will sleep better, be more rested, and have the positive outcome of keeping up with your exercise plan. If nothing else, going through this process rather than giving into the impulse to avoid makes it more likely that you will make a reasoned decision rather than an impulsive one about the task. A separate energy management issue relevant to keeping plans going is your ability to maintain energy (and thereby your effort) over longer courses of time. Managing ADHD is an endurance sport. It is said that good soccer players find their rest on the field in order to be able to play the full 90 minutes of a game. Similarly, you will have to manage your pace and exertion throughout the day. That is, the choreography of different tasks and obligations in your Daily Planner affects your energy. It is important to engage in self-care throughout your day, including adequate sleep, time for meals, and downtime and recreational activities in order to recharge your battery. Even when sequencing tasks at work, you can follow up a difficult task, such as working on a report, with more administrative tasks, such as responding to e-mails or phone calls that do not require as much mental energy or at least represent a shift to a different mode. Similarly, at home you may take care of various chores earlier in the evening and spend the remaining time relaxing. A useful reminder is that there are ways to make some chores more tolerable, if not enjoyable, by linking them with preferred activities for which you have more motivation. Folding laundry while watching television, or doing yard work or household chores while listening to music on an iPod are examples of coupling obligations with pleasurable activities. Moreover, these pleasant experiences combined with task completion will likely be rewarding and energizing.

Finding the right mentor is not always easy. But we can locate role models in a more accessible place: the stories of great originals throughout history. Human rights advocate Malala Yousafzai was moved by reading biographies of Meena, an activist for equality in Afghanistan, and of Martin Luther King, Jr. King was inspired by Gandhi as was Nelson Mandela. In some cases, fictional characters can be even better role models. Growing up, many originals find their first heroes in their most beloved novels where protagonists exercise their creativity in pursuit of unique accomplishments. When asked to name their favorite books, Elon Musk and Peter Thiel each chose “Lord of the Rings“, the epic tale of a hobbit’s adventures to destroy a dangerous ring of power. Sheryl Sandberg and Jeff Bezos both pointed to “A Wrinkle in Time“ in which a young girl learns to bend the laws of physics and travels through time. Mark Zuckerberg was partial to “Enders Game“ where it’s up to a group of kids to save the planet from an alien attack. Jack Ma named his favorite childhood book as “Ali Baba and the Forty Thieves“, about a woodcutter who takes the initiative to change his own fate. … There are studies showing that when children’s stories emphasize original achievements, the next generation innovates more.… Unlike biographies, in fictional stories characters can perform actions that have never been accomplished before, making the impossible seem possible. The inventors of the modern submarine and helicopters were transfixed by Jules Vern’s visions in “20,000 Leagues Under the Sea” and “The Clippership of the Clouds”. One of the earliest rockets was built by a scientist who drew his motivation from an H.G. Wells novel. Some of the earliest mobile phones, tablets, GPS navigators, portable digital storage desks, and multimedia players were designed by people who watched “Star Trek” characters using similar devices. As we encounter these images of originality in history and fiction, the logic of consequence fades away we no longer worry as much about what will happen if we fail… Instead of causing us to rebel because traditional avenues are closed, the protagonist in our favorite stories may inspire originality by opening our minds to unconventional paths.

Now I am alone. O, what a rogue and peasant slave am I! (520) Is it not monstrous that this player here, But in a fiction, in a dream of passion, Could force his soul so to his own conceit That from her working all his visage wann'd, Tears in his eyes, distraction in's aspect, A broken voice, and his whole function suiting With forms to his conceit? and all for nothing! For Hecuba! What's Hecuba to him, or he to Hecuba, (530) That he should weep for her? What would he do, Had he the motive and the cue for passion That I have? He would drown the stage with tears And cleave the general ear with horrid speech, Make mad the guilty and appal the free, Confound the ignorant, and amaze indeed The very faculties of eyes and ears. Yet I, A dull and muddy-mettled rascal, peak, Like John-a-dreams, unpregnant of my cause, (540) And can say nothing; no, not for a king, Upon whose property and most dear life A damn'd defeat was made. Am I a coward? Who calls me villain? breaks my pate across? Plucks off my beard, and blows it in my face? Tweaks me by the nose? gives me the lie i' the throat, As deep as to the lungs? who does me this? Ha! 'Swounds, I should take it: for it cannot be But I am pigeon-liver'd and lack gall (550) To make oppression bitter, or ere this I should have fatted all the region kites With this slave's offal: bloody, bawdy villain! Remorseless, treacherous, lecherous, kindless villain! O, vengeance! Why, what an ass am I! This is most brave, That I, the son of a dear father murder'd, Prompted to my revenge by heaven and hell, Must, like a whore, unpack my heart with words, And fall a-cursing, like a very drab, (560) A scullion! Fie upon't! foh! About, my brain! I have heard That guilty creatures sitting at a play Have by the very cunning of the scene Been struck so to the soul that presently They have proclaim'd their malefactions; For murder, though it have no tongue, will speak With most miraculous organ. I'll have these players Play something like the murder of my father Before mine uncle: I'll observe his looks; (570) I'll tent him to the quick: if he but blench, I know my course. The spirit that I have seen May be the devil: and the devil hath power To assume a pleasing shape; yea, and perhaps Out of my weakness and my melancholy, As he is very potent with such spirits, Abuses me to damn me: I'll have grounds More relative than this: the play's the thing Wherein I'll catch the conscience of the king.

Wake up every day, expecting not to know what's going to happen, and look for the events to unfold with curiosity. Instead of stressing and managing, just be present at anything that pops up with the intention of approaching it with your best efforts. Whatever happens in the process of spiritual awakening is going to be unpredictable and moving forward, if you're just the one who notices it, not fighting or making a big project out there. •       You may have emotional swings, energetic swings, psychic openings, and other unwanted shifts that, as you knew, feel unfamiliar to your personality. Be the beholder. Don't feel like you have something to fix or alter. They're going to pass. •       If you have severe trauma in your history and have never had therapy, it might be very useful to release the pains of memories that arise around the events. Therapy teaches you how to express, bear witness, release, and move forward. Your therapist needn't know much about kundalini as long as he or she doesn't discount that part of your process. What you want to focus on is the release of trauma-related issues, and you want an experienced and compassionate therapist who sees your spiritual orientation as a motivation and support for the healing process. •       This process represents your chance to wake up to your true nature. Some people wake up first, and then experience the emergence of a kundalini; others have the kundalini process going through as a preparation for the emergence. The appearance happens to do the job of wiping out, so is part of either pattern. Waking up means realizing that whoever looks through your eyes, lives through your senses, listens to your thoughts, and is present at every moment of your experience, whether good or bad, is recognized or remembered. This is a bright, conscious, detached and unconditionally loving presence that is universal and eternal and is totally free from all the conditions and memories you associate with as a personal identity. But as long as you believe in all of your personal conditions and stories, emotions, and thoughts, you have to experience life filtered by them. This programmed mind is what makes the game of life to be varied and suspense-filled but it also causes suffering and fear of death. When we are in Samadhi and Satori encounters, we glimpse the Truth about the vast, limitless space that is the foundation for our being. It is called gnosis (knowledge) or the One by the early Gnostics. Some spiritual teachings like Advaita Vedanta and Zen go straight for realization, while others see it as a gradual path through years of spiritual practices. Anyway, the ending is the same. As Shakespeare said, when you know who you are, the world becomes a stage and you the player, and life is more light and thoughts less intrusive, and the kundalini process settles down into a mellow pleasantness. •       Give up places to go and to be with people that cause you discomfort.

According to famed psychologist David McClelland, there are three basic types of motivation: 1) Achievement, 2) Authority and 3) Affiliation. Achievement Seekers Those who seek Achievement are looking for the following things: They attain realistic but challenging goals. Achieving the task is its own reward. Financial reward is a measurement of success. Security/status are not the primary motivators. Feedback is a quantifiable measure of success. They seek improvement. Authority Seekers Employees who seek Authority are looking for the following things: They value their ideas being heard and prevailing. Having influence and impact is the most important reward. They show leadership skills and enjoy directing others. Increasing personal status and prestige is important. Affiliation Seekers Employees who are motivated by Affiliation are looking for the following things: They need friendly relationships and are motivated by interaction with others. Being liked and held in high regard is important. They are team players. Emotions are a larger motivating factor than quantifiable data. They are in tune with others’ feelings and seek to make others happy.

Authentic play comes from deep down inside us. It's not formed or motivated solely by others. Real play interacts with and involves the outside world, but it fundamentally expresses the needs and desires of the player.

Craig Newmark simply started e-mailing his friends about local events in 1995; almost twenty-two years later, network effects have kept Craigslist a dominant player in online classifieds despite operating with a skeleton crew and making seemingly no changes to the website design during that entire period! This is where an emphasis on speed also plays an important role. Because Silicon Valley’s entrepreneurs focus on designing business models that can get big fast, they are more likely to incorporate network effects. And because the fierce local competition forces start-ups to grow so aggressively (i.e., blitzscale), Silicon Valley start-ups are more likely to reach the tipping point of network effects before start-ups from less aggressive geographies. One of the motivations for this book is to help entrepreneurs from around the world emulate these successes by teaching them how to systematically design their businesses for blitzscaling. When you design your business model to leverage network effects, you can succeed anywhere.

Peer pressure and the distaste for letting down a colleague will motivate a team player more than any fear of authoritative punishment or rebuke.

Drugs of abuse alter the same brain circuits. The drive to seek out life-sustaining environmental cues like food and water is maintained because these substances activate the central players in the brain motivation circuit, dopamine-using neurons of the ventral tegmental area. These neurons manufacture the neurotransmitter dopamine and release it onto their downstream target cells in brain regions like the nucleus accumbens that are also important components of the motivation circuit. Dopamine neuron firing appears to signal the things we urgently need to survive, and dopamine cells become active in response to food, water, warmth, and even sex.

For the Blackhawks players, after years of being told “no,” of being told to shut up and keep your head down and be grateful you’re in the NHL at all, it was jarring to be told “yes” over and over and over again. It was motivating too. It was also kind of terrifying. That’s part of the genius of McDonough.

Was Wooden a genius, a magician able to turn mediocre players into champions? Actually, he admits that in terms of basketball tactics and strategies, he was quite average. What he was really good at was analyzing and motivating his players. With these skills he was able to help his players fulfill their potential, not just in basketballl - but in life. Something he found even more rewarding than winning games.

I was extremely impressed with how MS approached the Test captaincy. His maturity, balanced approach, game awareness and understanding of the psyche of his teammates helped get the best out of everyone. What stood out was the way he handled the senior players under him—Sachin, Rahul, Viru, Bhajji, Zak and I. We were all leaders within the group. We were self-motivated and took a lot of pride in our performance, and he enabled us. His man-management was outstanding, his self-belief refreshingly reassuring. I never got the impression that he was insecure or that he looked over his shoulder because there were so many seniors in the team. MS was non-interfering when it came to the established core group, but he invited suggestions from all of us. Whether he took those suggestions on board or not was not important. But he did hear everyone out before making his decision. The buck stopped with him, but by involving us in the process, he sent out a strong message of inclusiveness. If MS had been insecure and had not sought us out, there was every possibility that we might have gone about our business, not knowing if the skipper even wanted our inputs.

Surely I am coming quickly” (Revelation 22:20). The more aware we are of His impending return, the more motivated we’ll be in our work for Him in these last days.

So how can we improve the educational system? We should probably first rethink school curricula, and link them in more obvious ways to social goals (elimination of poverty and crime, elevation of human rights, etc.), technological goals (boosting energy conservation, space exploration, nanotechnology, etc.), and medical goals (cures for cancer, diabetes, obesity, etc.) that we care about as a society. This way the students, teachers, and parents might see the larger point in education and become more enthusiastic and motivated about it. We should also work hard on making education a goal in itself, and stop confusing the number of hours students spend in school with the quality of the education they get. Kids can get excited about many things (baseball, for example), and it is our challenge as a society to make them want to know as much about Nobel laureates as they now know about baseball players. I am not suggesting that igniting a social passion for education is simple; but if we succeed in doing so, the value could be immense.

It is hard to overestimate the power of these motivators—the feelings of accomplishment and of learning, of being a key player on a team that is achieving something meaningful.

Attitude at work shows attitude in life. If you want to know how people are doing in their lives, watch how they perform in their work. Do they have full commitment in giving their best to whatever they do? Do they treat their very act of being involved in an activity seriously? You can see that people who work halfheartedly are the very same people who get halfhearted results in life. The truth is we are always in a game because life is a game. We either play to win or not. Those who are serious about winning are the ones who do. Most people want to have fun playing the game, but winners are the ones who want to have serious fun. The most fun you can have in anything you do is by playing to win & by winning. The irony of life is that those who are not serious about life, end up in situations that are not funny. Winning results from the intention to win. The stronger your intent to win, the more your probabilities of winning. Playing to win mindset is considered obsolete by many, but you will see that whenever two evenly matched players are competing head to head, the one who is more intent on winning is the one who does. Individuals with strong intention of winning are able to overcome tougher challenges. Intention to win is important. Play to win.

Player: Sir, I don’t think we will win this match, every team member is convinced about the loss, the discussion is only about how badly. Coach: What do you think? The player: I think we only win if we decide to win, but I am just one member of the team, I can’t do anything on my own. At the end of the day it’s a team game. One person can make a difference, but the games are won by the teams. Coach: So, go there and make a difference. Player: How? Coach: It’s difficult but not impossible, you not only have to fight the opponents but also the fear of your team-mates, pretend it’s not difficult, stand firm, just over-look the refusals & denials, keep trying & make them believe it’s a cake-walk even if you are bruised, petrified or tired. Player: But what about the negative mind-set of some players. Coach: Don’t worry about them. They are like sheep, will anyways follow the majority. Keep trying, and most of them will feel ashamed of not doing anything, at least they will pretend to try, and that will give a positive signal to other players. Player: But I also feel de-motivated at times? Coach: Well, find your motivation in fighting the loss of hope, picture yourself in a post win situation, go for the win & take others along, even if some needs to be carried on your back.

The harder I work, the luckier I get. Gary Player

Once I have chosen my top three goals for each of the Three Players, I ask myself three crucial questions: What do I want? Answering this question forces me to bring clarity to my vision and the end I have in mind. Why do I want it? Answering this question helps me reconnect to my Meaningful Mission and tap into my deep motivation to take action. Sometimes when I ask this question, I struggle to answer, which may indicate I need to ask myself another question: Do I really want it? What’s the next step? Answering this question causes me to focus on the next practical move I need to take to move forward. I don’t have to know what I will do six months from now, only what I need to do next to keep moving forward.

the blockchain startup Augur is exploring these ideas. The firm has built a decentralized, cryptocurrency-based prediction market on top of Ethereum, where players place bets on an outcome of some event or other, the result of which depends on confirmation by certain individuals. Those confirming parties will bet their rep tokens that they are telling the truth, and if a majority agrees that they are, the system returns the tokens and pays them in cash. There’s a risk that the majority could game the system against the truth sellers, but there are other checks and balances in place to incentivize honesty on both sides. In a Wired article about where this idea could go, Cade Metz speculated that it could incentivize verifiers with rep-denominated skin in the game to either stand up or shoot down the statements of politicians, providing a service that news organizations could pay for. If it can actually be built, a system that aligns profit motives with truth-telling would be pretty helpful.

Perhaps nowhere is this clearer than in the economic calamity that gripped the world economy in 2008 and 2009. Each player in the system focused only on the short-term reward—the buyer who wanted a house, the mortgage broker who wanted a commission, the Wall Street trader who wanted new securities to sell, the politician who wanted a buoyant economy during reelection—and ignored the long-term effects of their actions on themselves or others. When the music stopped, the entire system nearly collapsed. This is the nature of economic bubbles: What seems to be irrational exuberance is ultimately a bad case of extrinsically motivated myopia.

I’m not motivated by greed, fame, or recognition. I’m in it for the game itself. Ambition, yes. I want to be good. Like myself at thirteen, I can’t hit the ball for shit. I can’t make it go right or left, I can’t hit it as long as I want, and I sure as hell can’t do it on demand. So I do it over and over, and when I’m done I do it over again. I do it in all weathers. And when I’m too tired to keep doing it myself, I watch other players whose level of skill I aspire to. I watch them do it.

Chapter 12 Numbers ‘I asked whether the number 28 shirt, which I wore at Sporting Lisbon, was available. Alex Ferguson said to me, “No no, yours is the number 7.” “Ok boss!” I replied. I wasn’t going to say to him, “No no, mine is the number 28.”’ Cristiano Ronaldo describes how he came to wear the famous number 7 at Manchester United, worn by all the great Red Devils players before him: George Best, Steve Coppel, Bryan Robson, Eric Cantona and David Beckham. But how did such a young new signing get to don such an important shirt number in the club’s history? Here’s how Sir Alex explains the motives behind his decision to the press: ‘We have given Ronaldo this shirt

According to Arsène Wenger (current manager of Arsenal football club), “the biggest difficulty you have in this job is not to motivate the players but to get them relaxed enough to express their talent

Cooperages typically specialized in one or the other because they each had different customer bases and wood requirements. They were often located in major towns to be close to their customers. Slack cooperage demand was more fragmented than tight cooperage, and therefore had a more diverse customer base. While most of the industry was tight cooperage, Greif focused on slack, with the company having the most slack capacity of any player. The cooperage industry had grown increasingly concentrated over time, with the top four companies’ share of total production increasing from 26% in 1935 to 47% in 1947.66 John Raible acquired control of the company from the Greif brothers in 1913. Raible was a wealthy investor, not terribly interested in the cooperage business. But his leadership was valuable, helping the company grow revenue from $1 million when he took over to $10 million when he took Greif public in 1926. But Raible’s reign came to an end in 1947, undone by a fellow board member. John Dempsey, an accountant in his early 30s, had joined the firm as a director and company secretary in 1946. After Raible tried to buy shares held by Dempsey’s wife and mother-in-law at a price the young accountant thought too cheap, Dempsey accumulated enough voting shares to take control of the company. Dempsey, claiming to be motivated by Raible calling Greif ‘my wood company,’ purchased over 50% of the voting shares and made himself chairman.67

Let me describe how that same thought applies to the world of education. I recently joined a federal committee on incentives and accountability in public education. This is one aspect of social and market norms that I would like to explore in the years to come. Our task is to reexamine the “No Child Left Behind” policy, and to help find ways to motivate students, teachers, administrators, and parents. My feeling so far is that standardized testing and performance-based salaries are likely to push education from social norms to market norms. The United States already spends more money per student than any other Western society. Would it be wise to add more money? The same consideration applies to testing: we are already testing very frequently, and more testing is unlikely to improve the quality of education. I suspect that one answer lies in the realm of social norms. As we learned in our experiments, cash will take you only so far—social norms are the forces that can make a difference in the long run. Instead of focusing the attention of the teachers, parents, and kids on test scores, salaries, and competition, it might be better to instill in all of us a sense of purpose, mission, and pride in education. To do this we certainly can't take the path of market norms. The Beatles proclaimed some time ago that you “Can't Buy Me Love” and this also applies to the love of learning—you can't buy it; and if you try, you might chase it away. So how can we improve the educational system? We should probably first rethink school curricula, and link them in more obvious ways to social goals (elimination of poverty and crime, elevation of human rights, etc.), technological goals (boosting energy conservation, space exploration, nanotechnology, etc.), and medical goals (cures for cancer, diabetes, obesity, etc.) that we care about as a society. This way the students, teachers, and parents might see the larger point in education and become more enthusiastic and motivated about it. We should also work hard on making education a goal in itself, and stop confusing the number of hours students spend in school with the quality of the education they get. Kids can get excited about many things (baseball, for example), and it is our challenge as a society to make them want to know as much about Nobel laureates as they now know about baseball players. I am not suggesting that igniting a social passion for education is simple; but if we succeed in doing so, the value could be immense.

The truth is, forgiving is a rather simple concept to grasp. It is often imagined that when you forgive, you have to reconcile with someone and yet this is a larger team in which forgiveness is just a player.

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.

They found that when a team is trailing by one point at halftime, they are actually more likely to win than the team that is ahead. Why? A halftime score offers an intense social comparison for the trailing team. At halftime, the players stew with frustration at being so close, yet still behind. And so they emerge from the locker room full of motivation.

RESULTS-ORIENTED THINKING Not being results-oriented gets a lot of attention in the poker world these days. The solution most often given is to ignore, block out, or detach from your results. Players know it’s a mistake to focus too much on short-term results because of variance, but stopping is easier said than done. When you only focus on wins and losses, your emotions go on a rollercoaster because they are attached to money and winning. Being focused on winning and money in the short run is not what causes problems; it’s the set of results you’re ignoring. You also need to focus on qualitative results so your emotions can attach to factors that you have 100% control of in the short run. The process model provides the structure and organization to capture qualitative results since they aren’t easily calculated at the end of a session or tournament. Use the model to focus more and more on the quality of your play, your mental game, and overall improvement; and steadily your emotions will reorganize around this set of results.

Learn the rules of the game and become a better player.

I should invent a stationary bike/electrical generator/phonograph player, so that when the grid goes down I will have motivation to exercise for my nightly entertainment.

Benefits of Being Nice • You set positive karma into motion. • What you give is what you get back in return. • You are more likable. • People will treat you better. • You will reduce personal stress. • You will make friends more easily. • You can improve someone else’s day. • You will have less drama in your life. • It takes less energy than being otherwise. • It makes you a more valuable team player. • You create a sense of emotional safety for others. • It can keep you physically and psychologically safe. • You set a positive example for others to play nicely. • You will build bridges of cooperation and collaboration. • You will improve personal and professional interactions • Lastly, being nice feels nice!

How a person treats wait staff speaks volumes about their character and values. If they misbehave in this scenario, you can likely predict how they will react when cut off in traffic, when their luggage is lost, or when life doesn’t go their way. It is also an indicator to CEOs and hiring managers as to whether a person is a viable candidate for being a considerate team player.

When you are fully present and engaged in your workplace, you will demonstrate that you care about the success of your organization, are a team player, have a can-do attitude, and will go the extra mile to fulfill and exceed expectations.

real key to motivation is in the timing of exactly when players anticipate and receive rewards.

What I found out is that gamification success is really all about motivating players to achieve their goals.

Life is a checkerboard, and the player opposite you is time. If you hesitate before moving, or neglect to move promptly, your men will be wiped off the board by time. You are playing against a partner who will not tolerate decisions!

Not only are the gender overlaps large, but the gender differences are actually inflated at the outset. One danger of studying gaming populations (or any natural community) is that of bringing underlying biases into the data. The gender difference in achievement motivations is a good case in point. It turns out that age influences the achievement motivation more than gender; older players are much less interested in goals and competition in online games compared with younger players. In fact, the relation between age and the achievement motivation dwarfs the gender difference.

I liken my marriage in my twenties to the ill-chosen shot by a basketball player, done without any thought from an impossible angle and motivated by a mix of pure adrenaline and ego, which his coach watches with complete despair as he involuntarily shouts “nooooo.

YOUR LIFE IS A GAME, YOU ARE THE PLAYER, SOCIETY IS YOUR AUDIENCE. USE YOUR MENTOR AS YOUR COACH, FOLLOW YOUR RELIGION AS YOUR GUIDANCE, MAKE USE OF OPPORTUNITIES TO LIVE YOUR LIFE AND INSPIRE THE FUTURE. YOU ARE THE WINNER, YOU ARE THE STAR AND YOU ARE THE CREATOR OF YOUR OWN DESTINY.

The senior players, meanwhile, understood perfectly well, and as one recognised: ‘He always used us as an example, but he was always fair with us and everyone else.’ Pep was finding solutions to the team’s problems, relying on instinct and experience to motivate, inspire and get the best out of the youngsters.

The players are made of skin and bone and they too like this contact. Even if it is a slap. Pep touches constantly, hugs, pushes them, to motivate them, to keep them on their toes, to make them feel loved.