Professional Motivational Quotes

A professional is one who does his best work when he feels the least like working.

If you are on social media, and you are not learning, not laughing, not being inspired or not networking, then you are using it wrong.

Anytime you're afraid to try something new...just remember, amateurs built the ark, professionals built the Titanic.

The professional loves her work. She is invested in it wholeheartedly. But she does not forget that the work is not her.

In business 'professionalism' is not a tactic but a moral value.

Sometimes people put walls up to see who is strong enough to break them down!

Success is not just about what you achieve, but also about how you impact others. Be a leader, inspire those around you, and leave a lasting legacy.

Freedom of Speech doesn't justify online bullying. Words have power, be careful how you use them.

Decide to be fine until the end of the week. Make yourself smile, because you're alive and that's your job. Then do it again the next week. I call it being professional. Do it right, with a smile, or don't do it.

They copied my product, they copied my strategies yet they failed miserably in the business, because they couldn't copy my professionalism.

Being a professional,” Julius Erving once said, “is doing the things you love to do, on the days you don’t feel like doing them.

In the modern workplace, you gotta be a jack-of-all-trades. Mastering your career is all about being adaptable, versatile, and always learning.

If you are in a position where you can reach people, then use your platform to stand up for a cause. HINT: social media is a platform.

Want to make waves in the business world? Then you gotta be bold, take risks, and always be ready to pivot.

When you feel that others are lacking and failing .... first assess the skill, style, quality, results, mindset, support, professionalism and spirit with which you yourself play the game.

Be creative while inventing ideas, but be disciplined while implementing them.

We must never forget our teachers, our lecturers and our mentors. In their individual capacities have contributed to our academic, professional and personal development.

To truly motivate others 1) discover what their motives, desires & drivers are 2) genuinely connect with and support them from the heart.

They say that success is a journey, not a destination. But let's be real, the destination is pretty sweet - especially if it comes with a six-figure salary and a company car.

Don't just climb the corporate ladder, master it! And if anyone tries to push you off, show them who's boss and climb even higher.

Success is not just about hard work, it's about working smart. So, take a break from the grind and strategize like a pro.

We must never forget our teachers and our lecturers. In their individual capacities have contributed to our academic, professional and personal development.

They say that the first step to success is setting clear goals. Well, I've got plenty of goals - like finally getting that corner office with a view, and firing my most annoying colleague.

In the business people with expertise, experience and evidence will make more profitable decisions than people with instinct, intuition and imagination.

To achieve career mastery, you must first master yourself. Take the time to assess your strengths, weaknesses, and goals, and then chart a course for success.

If you want to achieve career mastery, then you need to be willing to put in the work. But don't worry, the view from the top is totally worth it.

If you're not driving business growth and profitability, then you might as well be a houseplant. So get out there and make some money, honey!

Professional development is important, but let's not forget about the most important kind of development - personal brand development. Because in the modern workplace, it's not what you know, it's who knows you.

Every great athlete, artist and aspiring being has a great team to help them flourish and succeed - personally and professionally. Even the so-called 'solo star' has a strong supporting cast helping them shine, thrive and take flight.

To be a good professional engineer, always start to study late for exams. Because it teaches you how to manage time and tackle emergencies.

Discipline is for professionals. Motivation is for amateurs.

People often try to distinguish between personal and professional life, but they end failing - Cord 8 : Are we Computers?

The modern job market is like a game of musical chairs. You need to be the one with a chair when the music stops, or you're out of luck.

The workplace is like a battlefield, and you need to be a warrior to survive. So arm yourself with knowledge and fight for your place in the corporate world.

I would argue that it is not human fecundity that is overcrowding the world so much as the technological multipliers of the power of individual humans. The worst disease of the world now is probably the ideology of technological heroism, according to which more and more people willingly cause large-scale effects that they do not see and that they cannot control. This is the ideology of the professional class of the industrial nations—a class whose allegiance to communities and places has been dissolved by their economic motives and by their educations. These are people who will go anywhere and jeopardize anything in order to assure the success of their careers.

359    Add a supernatural motive to your ordinary professional work, and you will have sanctified it.

A professional who doesn't deliver as committed is not just lazy, he is a liar.

World can run without money and currencies but not without business and trade.

I’ve often heard professional negotiators tell me that they could accurately predict the outcome of negotiations fairly early on using one simple clue: whoever has less endurance for silence loses.

I don't put my ideas in a meeting for acceptance or rejection, I put them in the market for success or failure.

A true professional not only follows but loves the processes, policies and principles set by his profession.

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

Treat your clients with high professionalism and they will no more negotiate with you.

CONFIDENCE is not showing off your VANITY, it’s about to be HUMBLED and KIND to others what are you truly SKILLED and PROFESSIONAL about…

They'll come a time - in fact many times - when all the tools & techniques will fail you or desert you. Then - at last - is the moment to trust, use & follow your heart

You will never get the best out of anyone professionally unless you understand what motivates and makes them tick personally - as a human being

Professional men run the business started by the courageous men.

Think before you click. If people do not know you personally and if they cannot see you as you type, what you post online can be taken out of context if you are not careful in the way your message is delivered.

Some people make friends by wining and dining people with the sole objective of doing business with them. Once the usefulness goes, the friendship also goes. It is unfortunate because it is very shortsighted and insincere. One should keep in mind that just because a person is a friend it does not mean they are under an obligation to buy from you. In my career, I have acquired clients professionally and built friendships later, versus making friends with the intention of doing business. Sooner or later, people uncover the ulterior motive.

Few places are more important for dressing appropriately than the workplace, where a professional appearance is crucial.

A powerful process automatically takes care of progress, productivity and profits.

Success is not a summit to climb, It is an equilibrium where work and life are balanced

MY FIVE DOS FOR GETTING BACK INTO THE GAME: 1. Do expect defeat. It’s a given when the stakes are high and the competition is working ferociously to beat you. If you’re surprised when it happens, you’re dreaming; dreamers don’t last long. 2. Do force yourself to stop looking backward and dwelling on the professional “train wreck” you have just been in. It’s mental quicksand. 3. Do allow yourself appropriate recovery—grieving—time. You’ve been knocked senseless; give yourself a little time to recuperate. A keyword here is “little.” Don’t let it drag on. 4. Do tell yourself, “I am going to stand and fight again,” with the knowledge that often when things are at their worst you’re closer than you can imagine to success. Our Super Bowl victory arrived less than sixteen months after my “train wreck” in Miami. 5. Do begin planning for your next serious encounter. The smallest steps—plans—move you forward on the road to recovery. Focus on the fix. MY FIVE DON’TS: 1. Don’t ask, “Why me?” 2. Don’t expect sympathy. 3. Don’t bellyache. 4. Don’t keep accepting condolences. 5. Don’t blame others.

The brain doesn’t remember well. It tells stories. It fills in the gaps, and implants those fantasies as memories. I have to try to get the facts . . . But I don’t know if I’m remembering what happened—or what I want to have happened. I am a writer. I’m a professional liar. It’s hard to know when to stop, you know? You see a gap in the narrative, you want to fill it with a reason, a motive, a plausible explanation. And the harder I push, the more the facts dissolve beneath my fingers . . .

What we get when we turn pro is we find our power. We find our will and our voice and we find our self-respect. We become who we always were but had, until then, been afraid to embrace and live out.

...an external reward can affect one's interpretation of one's own motivation, and interpretation that comes to be self-fulfilling. A similar effect may account for the familiar fact that when someone turns his hobby into a business, he often loses pleasure in it. Likewise, an intellectual who pursues an academic career gets professionalized, and this may lead him to stop thinking. This line of reasoning suggests that the kind of appreciative attention where one remains focused on what one is doing can arise only in leisure activities. Such a conclusion would put pleasurable absorption beyond the ken of any activity that is undertaken for the sake of making money, because although money is undoubtedly good, it is not intrinsically so.

Live that way long enough, and you will literally find yourself addicted to the acceptance of people. You will constantly need verbal affirmation. You will depend on always receiving a steady stream of invitations to events you don’t even want to attend. You will feel as though you need a significant other in your life at all times. I’m not exaggerating - this need for external acceptance will literally become an addiction. And that turns every one of your relationships - personal, professional, and romantic - into a codependent one. You are not in the relationship with a full heart able to give love away. You are in the relationship because you NEED it. You don’t know how you’d survive, much less thrive, without it. You are using every person to fill a void in your heart that you simply refuse to fill yourself. This is a mess.

What we value and our priorities in life make us who we are. We are unique not only because of our outward differences, but arguably more importantly, our inward differences. Our values steer our personal and professional lives and have a distinct imprint on the decisions we make.

Many conflict-resolution professionals stress the value of curiosity, accompanied by active listening. Many conflicts can be avoided or de-escalated if the parties involved are willing to set aside their prejudgments—and the intense feelings connected to them—and ask a question. And then be curious about the actual answer. Not just any question, though. The question should be genuine and open-ended, a serious request for more information about another person's feelings, intentions or motivations. It should not be a choice between predefined alternatives, or an accusation followed by a demand for a response. It should be, as much as possible, unburdened from what you think will be the answer. That means being curious about what it really is.

If you are lying in bed now lamenting life, remember this: If I hadn't been harassed at work by people who lacked professionalism, given bad news by a doctor that saved my life, gone nearly broke, lost girlfriends for stupid reasons, had terrible bosses, made mistakes, and been lonely I never would have started my company or be grateful for every moment in the present. I used all of the above as fuel for my fire. Go to bed tonight knowing that its the tough times that prepare us for the best times. And the tough times teach us to stay up later, get up earlier, and surround ourselves with awesome people!

Always stay strong to your dream because when you lose sight of it then that is when your dream dies!

A leader only follows a better leader than himself.

Always let your talent do the talking. Never your tantrums.

The purpose of a profession is to fulfil the personal wishes of a prospect.

Increase your vision of achievement simply by raising your goals....

If you want to be an action person be proactive rather than reactive...

If you want to rise higher then see yourself as a winner...

Thought and passion = successful manifesting of wishes...

Stop being a slave to your past and you become the master of your future.

Neglected dreams become regrets.

Magic moments are the currency of life ... manage them well and you will be wealthy...

Only your limited vision stops you seeing success...open your mind and you open your vision.

Before you can give anyone a hand up, first you must get yourself up there to do so ...

My Quotes are about who I truly am, as a person, a professional and a human being. I have no time for regression, for vindictiveness, or ulterior motives. Those things are for the insecure.

Every step along the way will help you master the skills you need to succeed. So, don’t worry about the delays, focus on learning everything you can to get at the top and shine like a star.

Proven professionals know that by focusing on quality, you can’t lose with the classics and your clothes will last longer. It’s not about having expensive clothing, it is about having style.

Attachment, this argument runs, is the only thing that motivates anyone to accomplish anything worthwhile in the first place. If you weren’t attached to things being a certain way, rather than another way – and to feeling certain emotions, rather than others – why would you ever attempt to thrive professionally, to better your material circumstances, to raise children, or to change the world?

(Talking about the movement to deny the prevalence and effects of adult sexual exploitation of children) So what does this movement consist of? Who are the movers and shakers? Well molesters are in it, of course. There are web pages telling them how to defend themselves against accusations, to retain confidence about their ‘loving and natural’ feelings for children, with advice on what lawyers to approach, how to complain, how to harass those helping their children. Then there’s the Men’s Movements, their web pages throbbing with excitement if they find ‘proof’ of conspiracy between feminists, divorcing wives and therapists to victimise men, fathers and husbands. Then there are journalists. A few have been vitally important in the US and Britain in establishing the fightback, using their power and influence to distort the work of child protection professionals and campaign against children’s testimony. Then there are other journalists who dance in and out of the debates waggling their columns behind them, rarely observing basic journalistic manners, but who use this debate to service something else – a crack at the welfare state, standards, feminism, ‘touchy, feely, post-Diana victimhood’. Then there is the academic voice, landing in the middle of court cases or inquiries, offering ‘rational authority’. Then there is the government. During the entire period of discovery and denial, not one Cabinet minister made a statement about the prevalence of sexual abuse or the harm it caused. Finally there are the ‘retractors’. For this movement to take off, it had to have ‘human interest’ victims – the accused – and then a happy ending – the ‘retractors’. We are aware that those ‘retractors’ whose parents trail them to newspapers, television studios and conferences are struggling. Lest we forget, they recanted under palpable pressure.

Every teacher are once a student, Every professional are once an amateur, Every rich are once a poor, Every motorist are once a learner, Every friend are once a stranger, Every ex are once a lover, Every today are once a tomorrow, Every emigrate are once a citizen, Every dead are once alive, Every house are once a land, Every super star are once an upcoming, Every winner are once a dreamer and every start always have an end. Stay humble and Positive, afterall life is vanity- Goals Rider

The practical joker despises his victims, but at the same time he envies them because their desires, however childish and mistaken, are real to them, whereas he has no desire which he can call his own. His goal, to make game of others, makes his existence absolutely dependent upon theirs; when he is alone, he is a nullity. Iago’s self-description, I am not what I am, is correct and the negation of the Divine I am that I am. If the word motive is given its normal meaning of a positive purpose of the self like sex, money, glory, etc., then the practical joker is without motive. Yet the professional practical joker is certainly driven, like a gambler, to his activity, but the drive is negative, a fear of lacking concrete self, of being nobody.

In time, most children stop being puzzled in this way. They settle in. The world around them, as it becomes familiar and daily, becomes ordinary. But for writers, like children who have never quite grown up, life retains a quality of strangeness; it remains a matter of questions for which there are no satisfactory answers, of hidden motives, displaced explanations, subtle concealments and mysteries. Eavesdropping of one kind or another, keeping an eye open and an ear cocked, even in public places, for the giveaway facial expression or gesture, the revealing word, becomes a settled habit for the writer, a necessary part of his professional equipment: the laying down of small scraps of information, of observation or experience, for future use.

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.

People will form impressions, assumptions, opinions, and judgments all within a few short seconds. To make a favorable first impression and make these seconds count, enhance your image by choosing clean, crisp, appropriate attire that reflects confidence and professionalism.

They were all, in a sense, amateurs—self-educated, self-motivated, not part of an institution—and they lived, it sometimes seemed to me, in a halcyon world, a sort of Eden, not yet turbulent and troubled by the almost murderous rivalries which were soon to mark an increasingly professionalized world

How different was the funeral of one who had friends. He was alone; none followed, save the undertaker and his attendants, all of whom looked solemn from habit and professional motives. Even the jocose man was a supernaturally solemn as could be well imagined; indeed, nobody knew he was the same man.

The fourth estate came together in an unprecedented professional consensus. They chose insulting the other side over trying to understand what motivated them. They transformed opinion writing into a vehicle for high moral boasting. What could possibly have gone wrong with such an approach? [...] Put this question in slightly more general terms and you are confronting the single great mystery of 2016. The American white-collar class just spent the year rallying around a super-competent professional (who really wasn’t all that competent) and either insulting or silencing everyone who didn’t accept their assessment. And then they lost. Maybe it’s time to consider whether there’s something about shrill self-righteousness, shouted from a position of high social status, that turns people away.

The noise of the town some floors below was greatly muted. In a state of complete mental detachment, he went over the events, the circumstances and the stages of destruction in their lives. Seen in the frozen light of a restrictive past, everything seemed clear, conclusive and indisputable. Now it seemed unthinkable that a girl of seventeen shoudl be so naive; it was particularly unbelieveable that a girl of seventeen should set so much store by love. If the surveys in the magazines were to be believed, things had changed a great deal in the twenty-five years since Annabelle was a teenager. Young girls today were more sensible, more sophisticated. Nowadays they worried more about their exam results and did their best to ensure they would have a decent career. For them, going out with boys was simply a game, a distraction motivated as much by narcissism as by sexual pleasure. They later would try to make a good marriage, basing their decision on a range of social and professional criteria, as well as on shared interests and tastes. Of course, in doing this they cut themselves off from any possibility of happiness--a condition indissociable from the outdated, intensely close bonds so incompatible with the exercise of reason--but this was their attempt to escape the moral and emotional suffering which had so tortured their forebears. This hope was, unfortunately, rapidly disappointed; the passing of love's torments simply left the field clear for boredom, emptiness and an anguished wait for old age and death. The second part of Annabelle's life therefore had been much more dismal and sad than the first, of which, in the end, she had no memory at all.

I am criticizing the professionalization of teaching children because these young human beings are not cogs in a machine, And I am trying to identify the root of the problem for all those wonderful adults who went into teaching thinking that they could commit to nurturing the lives of many children only to end up having the system squash their excellent motives. Our current school system replicates factories and requires classroom managers more than teachers. Teachers are appreciably frustrated.

He was not losing his family; he was not losing Harry. Their relationship was just beginning—a new chapter, a new day in his life. He would not be Pater, who had died estranged from his sons. He would do whatever it took to be a good father—not a perfect father, but the best he could be. He would be there for his son today, tomorrow, and every day after that. And he’d read that psychotherapy held much promise for people motivated to change. Damn right, he was motivated to change. He was going to hire professional help—the best.

Paul was an attorney. And this was what his as yet brief career in the law had done to his brain. He was comforted by minutiae. His mortal fears could be assuaged only by an encyclopedic command of detail. Paul was a professional builder of narratives. He was a teller of concise tales. His work was to take a series of isolated events and, shearing from them their dross, craft from them a progression. The morning’s discrete images—a routine labor, a clumsy error, a grasping arm, a crowded street, a spark of fire, a blood-speckled child, a dripping corpse—could be assembled into a story. There would be a beginning, a middle, and an end. Stories reach conclusions, and then they go away. Such is their desperately needed magic. That day’s story, once told in his mind, could be wrapped up, put aside, and recalled only when necessary. The properly assembled narrative would guard his mind from the terror of raw memory. Even a true story is a fiction, Paul knew. It is the comforting tool we use to organize the chaotic world around us into something comprehensible. It is the cognitive machine that separates the wheat of emotion from the chaff of sensation. The real world is overfull with incidents, brimming over with occurrences. In our stories, we disregard most of them until clear reason and motivation emerge. Every story is an invention, a technological device not unlike the very one that on that morning had seared a man’s skin from his bones. A good story could be put to no less dangerous a purpose. As an attorney, the tales that Paul told were moral ones. There existed, in his narratives, only the injured and their abusers. The slandered and the liars. The swindled and the thieves. Paul constructed these characters painstakingly until the righteousness of his plaintiff—or his defendant—became overwhelming. It was not the job of a litigator to determine facts; it was his job to construct a story from those facts by which a clear moral conclusion would be unavoidable. That was the business of Paul’s stories: to present an undeniable view of the world. And then to vanish, once the world had been so organized and a profit fairly earned.

Since CWIL’s discipline-based practice was grounded not only in process but also in New Genre Theory, their criteria included assigning writing that would enable students to engage in the kinds of thinking typical of the discipline, as well as in writing in the genres typical of professional practice. The UCITF, however, was trying to draft criteria for the new Q (quantitative reasoning) and B (breadth) courses as well as for the W-courses. They were motivated to define courses in ways that would be comprehensive and meaningful, but would not impose demands likely to alienate faculty.

Teachers in general face common problems of practice. Their professional success depends on their ability to motivate an involuntary group of students to learn what the teacher is teaching. In an effort to accomplish this, teachers invest heavily in developing a teaching persona that enables them to establish a relationship with students and lure them to learn. Once they have worked out a personal approach for managing the instruction of students within the walls of their classroom, they are likely to resist vigorously any effort by reformers or administrators or any other intruders to transform their approach to teaching. Teacher resistance to fundamental instructional reform is grounded in a deep personal investment in the way they teach and a sense that tinkering with this approach could threaten their very ability to manage a class (much less teach a particular curriculum) effectively.

An e-reader is super helpful. And no more toe paper cuts. 10. Some kind of sport or recreational activity—soccer, dance, swimming, professional hopscotch. You can do it! I’m trying out my motivational speaking skills here. 11. Pants that button easily. Trust me, when nature calls at school, you’ll be grateful you listened. 12. Your handy-dandy hook. From buttoning pants to lifting a dollar out of your pocket, a good hook is essential. 13. A wide variety of nail polishes. Boys probably don’t care much about this, but when people are staring at our feet as much as they do, we want to look our best. Am I right, ladies, or am I right? 14. Nunchuks. At least until bully spray becomes available. 15. An open heart and eyes. You think you’re the only one out there who feels different? What about that kid sitting alone in the library or out on the sidewalk? 16. Awesome parents. This is a must. 17. Friends who listen.

If we’re not careful, the automation of mental labor, by changing the nature and focus of intellectual endeavor, may end up eroding one of the foundations of culture itself: our desire to understand the world. Predictive algorithms may be supernaturally skilled at discovering correlations, but they’re indifferent to the underlying causes of traits and phenomena. Yet it’s the deciphering of causation—the meticulous untangling of how and why things work the way they do—that extends the reach of human understanding and ultimately gives meaning to our search for knowledge. If we come to see automated calculations of probability as sufficient for our professional and social purposes, we risk losing or at least weakening our desire and motivation to seek explanations, to venture down the circuitous paths that lead toward wisdom and wonder. Why bother, if a computer can spit out “the answer” in a millisecond or two?

God. JAMES 2 : 23 Many organizations today fail to tap into their potential. Why? Because the only reward they give their employees is a paycheck. The relationship between employer and employee never develops beyond that point. Successful organizations take a different approach. In exchange for the work a person gives, he receives not only his paycheck, but he is also nurtured by the people he works for. And nurturing has the ability to transform people’s lives. I use the BEST” acronym as a reminder of what people need when they get started with my organization. They need me to . . . Believe in them Encourage them Share with them Trust them Nurturing benefits everyone. What people wouldn’t be more secure and motivated when their leader believes in them, encourages them, shares with them, and trusts them (BEST)? People are more productive when they are nurtured. Even more important, nurturing creates a strong emotional and professional foundation within workers who have leadership potential. Later, using training and development, a leader can be built on that foundation.

I read Dickens and Shakespear without shame or stint; but their pregnant observations and demonstrations of life are not co-ordinated into any philosophy or religion: on the contrary, Dickens's sentimental assumptions are violently contradicted by his observations; and Shakespear's pessimism is only his wounded humanity. Both have the specific genius of the fictionist and the common sympathies of human feeling and thought in pre-eminent degree. They are often saner and shrewder than the philosophers just as Sancho-Panza was often saner and shrewder than Don Quixote. They clear away vast masses of oppressive gravity by their sense of the ridiculous, which is at bottom a combination of sound moral judgment with lighthearted good humor. But they are concerned with the diversities of the world instead of with its unities: they are so irreligious that they exploit popular religion for professional purposes without delicacy or scruple (for example, Sydney Carton and the ghost in Hamlet!): they are anarchical, and cannot balance their exposures of Angelo and Dogberry, Sir Leicester Dedlock and Mr Tite Barnacle, with any portrait of a prophet or a worthy leader: they have no constructive ideas: they regard those who have them as dangerous fanatics: in all their fictions there is no leading thought or inspiration for which any man could conceivably risk the spoiling of his hat in a shower, much less his life. Both are alike forced to borrow motives for the more strenuous actions of their personages from the common stockpot of melodramatic plots; so that Hamlet has to be stimulated by the prejudices of a policeman and Macbeth by the cupidities of a bushranger. Dickens, without the excuse of having to manufacture motives for Hamlets and Macbeths, superfluously punt his crew down the stream of his monthly parts by mechanical devices which I leave you to describe, my own memory being quite baffled by the simplest question as to Monks in Oliver Twist, or the long lost parentage of Smike, or the relations between the Dorrit and Clennam families so inopportunely discovered by Monsieur Rigaud Blandois. The truth is, the world was to Shakespear a great "stage of fools" on which he was utterly bewildered. He could see no sort of sense in living at all; and Dickens saved himself from the despair of the dream in The Chimes by taking the world for granted and busying himself with its details. Neither of them could do anything with a serious positive character: they could place a human figure before you with perfect verisimilitude; but when the moment came for making it live and move, they found, unless it made them laugh, that they had a puppet on their hands, and had to invent some artificial external stimulus to make it work.

If we’re not careful, the automation of mental labor, by changing the nature and focus of intellectual endeavor, may end up eroding one of the foundations of culture itself: our desire to understand the world. Predictive algorithms may be supernaturally skilled at discovering correlations, but they’re indifferent to the underlying causes of traits and phenomena. Yet it’s the deciphering of causation—the meticulous untangling of how and why things work the way they do—that extends the reach of human understanding and ultimately gives meaning to our search for knowledge. If we come to see automated calculations of probability as sufficient for our professional and social purposes, we risk losing or at least weakening our desire and motivation to seek explanations, to venture down the circuitous paths that lead toward wisdom and wonder. Why bother, if a computer can spit out “the answer” in a millisecond or two? In his 1947 essay “Rationalism in Politics,” the British philosopher Michael Oakeshott provided a vivid description of the modern rationalist: “His mind has no atmosphere, no changes of season and temperature; his intellectual processes, so far as possible, are insulated from all external influence and go on in the void.” The rationalist has no concern for culture or history; he neither cultivates nor displays a personal perspective. His thinking is notable only for “the rapidity with which he reduces the tangle and variety of experience” into “a formula.”54 Oakeshott’s words also provide us with a perfect description of computer intelligence: eminently practical and productive and entirely lacking in curiosity,

...he [Perry Hildebrandt] broached the subject of goodness and its relation to intelligence. He'd come to the reception for selfless reasons, but he now saw that he might get not only a free buzz but free advise from, as it were, two professionals. 'I suppose what I'm asking,' he said, 'is whether goodness can ever truly be its own reward, or whether, consciously or not, it always serves some personal instrumentality.' Reverend Walsh [Trinity Lutheran] and the rabbi [Meyer] exchanged glances in which Perry detected pleasant surprise. It gratified him to upset their expectations of a fifteen-year-old. 'Adam may have a different answer,' the rabbi said, but in the Jewish faith there is really only one measure of righteousness: Do you celebrate God and obey His commandments?' 'That would suggest,' Perry said, 'that goodness and God are essentially synonymous.' 'That's the idea,' the rabbi said. 'In biblical times, when God manifested Himself more directly. He could seem like quite the hard-ass--striking people blind for trivial offenses, telling Abraham to kill his son. But the essence of the Jewish faith is that God does what He does, and we obey Him.' 'So, in other words, it doesn't matter what a righteous person's private thoughts are, so long as he obeys the letter of God's commandments?' 'And worships Him, yes. Of course, at the level of folk wisdom, a man can be righteous without being a -mensch.- I'm sure you see this, too, Adam--the pious man who makes everyone around him miserable. That might be what Perry is asking about.' 'My question,' Perry said, 'is whether we can ever escape our selfishness. Even if you bring in God, and make him the measure of goodness, the person who worships and obeys Him still wants something for himself. He enjoys the feeling of being righteous, or he wants eternal life, or what have you. If you're smart enough to think about it, there's always some selfish angle.' The rabbi smiled. 'There may be no way around it, when you put it like that. But we "bring in God," as you say--for the believer, of course, it's God who brought -us- in--to establish a moral order in which your question becomes irrelevant. When obedience is the defining principle, we don't need to police every little private thought we might have.' 'I think there's more to Perry's question, though,' Reverend Walsh said. 'I think he is pointing to sinfulness, which is our fundamental condition. In Christian faith, only one man has ever exemplified perfect goodness, and he was the Son of God. The rest of us can only hope for glimmers of what it's like to be truly good. When we perform an act of charity, or forgive an enemy, we feel the goodness of Christ in our hearts. We all have an innate capability to recognize true goodness, but we're also full of sin, and those two parts of us are constantly at war.' 'Exactly,' Perry said. 'How do I know if I'm really being good or if I'm just pursuing a sinful advantage?' 'The answer, I would say, is by listening to your heart. Only your heart can tell you what your true motive is--whether it partakes of Christ. I think my position is similar to Rabbi Meyer's. The reason we need faith--in our case, faith in the Lord Jesus Christ--is that it gives us a rock-solid basis for evaluating our actions. Only through faith in the perfection of our Savior, only by comparing our actions to his example, only by experiencing his living presence in our hearts, can we hope to be forgiven for the more selfish thoughts we might have. Only faith in Christ redeems us. Without him, we're lost in a sea of second-guessing our motives.

also been a white-collar worker in my career. In my experience, there are two types of people who do this type of work: Achievers and Hiders. Achievers are the people who want to perform at a high level. They are ambitious, motivated and energetic. They are full of ideas and want to move up the corporate ladder, which are great attributes to have. But there is a downside for the Achiever. The moment a person decides to be an Achiever, they become a target. Their boss sees them as threatening to their job, so they start to hold them down or take shots at their reputation. Their peers see them as a person who will either embarrass them or keep them from getting a promotion, so they start to do what they can to undermine their accomplishments. So, to remain an Achiever and survive in this hostile environment, a person must become good at one thing that has nothing to do with their productivity—and that’s politics. They must learn how to navigate the political world by diminishing their enemies and strengthening their relationship with powerful people. In fact, some of the most successful people in the corporate world aren’t Achievers at all. They are pure politicians. So if you decide to work in the corporate environment and to be an Achiever, you must accept the fact that you must become a good politician also. Now, let’s talk about the Hiders. These are the people who HATE politics, but still need a job. They learn not to be the ambitious Achiever. They don’t stand out. They don’t speak up in meetings. They don’t bring new ideas. They HIDE. They keep their heads down and do as they’re told. They do just enough so that they aren’t talked about negatively. They survive. And this has worked for decades. But in the New Economy, it’s becoming much more difficult to hide. And people are running out of time. So, back to our Perfect Career List: Can a white-collar job deliver on the list? Again, the clear answer is no—certainly not in very many areas. Sales

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.