Recruitment Motivation Quotes

Able hands' are more favorable to business than 'adorable hearts'.

And by recruiting hundreds of bright, self-motivated people, SpaceX has maximized the power of the individual. One person putting in a sixteen-hour day ends up being much more effective than two people working eight-hour days together.

I only wish the NRA and its jellyfish, well-paid supporters in legislatures both State and Federal would be careful to recite the whole of it, and then tell us how a heavily armed man, woman, or child, recruited by no official, led by no official, given no goals by any official, motivated or restrained only by his or her personality and perceptions of what is going on, can be considered a member of a well-regulated militia.

The naysayer has a place in your life, but if that is someone that you are considering to be your friend, do they truly add value in your life?

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

Desire is the brain’s strategy for action. As we’ve seen, it can be both a threat to self-control and a source of willpower. When dopamine points us to temptation, we must distinguish wanting from happiness. But we can also recruit dopamine and the promise of reward to motivate ourselves and others. In the end, desire is neither good nor bad—what matters is where we let it point us, and whether we have the wisdom to know when to follow.

But within the framework of an ideology such pluralism cannot be so enlarged as to incorporate into the political system and submit to political arbitration radical structural conflicts between family life and economic development, religión and culture, personality and the need for governmental administration, or between the expected motives of agents and the methods of recruiting. In such States, political pluralism remains on a technical and instrumental level; the problem-solving capacity of the political system is built on the premise that, in the last analysis, all critical problems can be reduced to economic problems. For this reason (and because of the political ideologization of all publíc life) limits are set to the level of complexity such a society can reach.

Now, I’ve argued that the motivation for Islamists and jihadists is ideological dogma, fed to them by charismatic recruiters who play on a perceived sense of grievance and an identity crisis. In fact, I believe that four elements exist in all forms of ideological recruitment: a grievance narrative, whether real or perceived; an identity crisis; a charismatic recruiter; and ideological dogma. The

Do you have to follow the king's instructions?" Brystal asked. "Surely he wouldn't notice if you recruited one or two extra students along the way." "Unfortunately, it's best if I do,"Madame Weatherberry said. "I've been down this road many times before. If we want acceptance in this world, then we must be very careful about how we seek acceptance. No one is going to respect us if we cut corners or cause problems. I could have snapped my fingers and transported all the girls out of the facility, but it would only have caused people to resent us more. Hatred is like fire, and no one can extinguish fire by giving it fuel. "I wish hatred was fire," Brystal said. "People like the Edgars and the Justices deserve to be burned for how they treat people." "Without question," Madame Weatherberry said. "However, we cannot let vengeance motivate us and distract us from doing what's right. It may seem like justice, but revenge is a double-edged sword - the longer you hold it, the deeper you cut yourself.

Israeli intelligence, on the other hand, relied mostly on human resources—had countless spies in mosques, Islamic organizations, and leadership roles; and had no problem recruiting even the most dangerous terrorists. They knew they had to have eyes and ears on the inside, along with minds that understood motives and emotions and could connect the dots. America understood neither Islamic culture nor its ideology. That, combined with open borders and lax security made it a much softer target than Israel.

As you can imagine, figuring out the possible motivations for why someone would have allied with Bruce or Comyn (and the English), given all these interrelations, can be a puzzle of its own. But there is another consequence of all these intermarriages that I really didn’t “get” at first, which also complicated the decision for many of Scottish nobles. We think of Scotsmen or Englishmen as either/or. But the practical effect of all these marriages was a class of nobles who had significant land interests on both sides of the border.

He told the associate that there was a lot of economic value in the work the desk did—that helping companies hedge their energy costs was a legitimate function of the capital markets, and that Goldman was the best place on the Street to do it. The associate took a moment to contemplate, then said, “You know, helping the world is great and all, but you need to be motivated by money.” He’d said it so bluntly that Jeremy attributed it to the booze, but the next day, as he came down from his hangover, he couldn’t help but think that the associate might have been telling the truth.

While military life was demanding, my efforts paid off. Many people say that to do something difficult and worthwhile, they need to be “motivated.” Or that the reason they are not sticking to their goals is because they “lack motivation.” But the military taught me that people don’t need motivation; they need self-discipline. Motivation is just a feeling. Self-discipline is: “I’m going to do this regardless of how I feel.” Seldom do people relish doing something hard. Often, what divides successful from unsuccessful people is doing what you don’t feel motivated to do. Back in basic training, our instructor announced that there are only two reasons new recruits don’t fulfill their duties: “Either you don’t know what’s expected of you, or you don’t care to do it. That’s it.

What is a “pyramid?” I grew up in real estate my entire life. My father built one of the largest real estate brokerage companies on the East Coast in the 1970s, before selling it to Merrill Lynch. When my brother and I graduated from college, we both joined him in building a new real estate company. I went into sales and into opening a few offices, while my older brother went into management of the company. In sales, I was able to create a six-figure income. I worked 60+ hours a week in such pursuit. My brother worked hard too, but not in the same fashion. He focused on opening offices and recruiting others to become agents to sell houses for him. My brother never listed and sold a single house in his career, yet he out-earned me 10-to-1. He made millions because he earned a cut of every commission from all the houses his 1,000+ agents sold. He worked smarter, while I worked harder. I guess he was at the top of the “pyramid.” Is this legal? Should he be allowed to earn more than any of the agents who worked so hard selling homes? I imagine everyone will agree that being a real estate broker is totally legal. Those who are smart, willing to take the financial risk of overhead, and up for the challenge of recruiting good agents, are the ones who get to live a life benefitting from leveraged Income. So how is Network Marketing any different? I submit to you that I found it to be a step better. One day, a friend shared with me how he was earning the same income I was, but that he was doing so from home without the overhead, employees, insurance, stress, and being subject to market conditions. He was doing so in a network marketing business. At first I refuted him by denouncements that he was in a pyramid scheme. He asked me to explain why. I shared that he was earning money off the backs of others he recruited into his downline, not from his own efforts. He replied, “Do you mean like your family earns money off the backs of the real estate agents in your company?” I froze, and anyone who knows me knows how quick-witted I normally am. Then he said, “Who is working smarter, you or your dad and brother?” Now I was mad. Not at him, but at myself. That was my light bulb moment. I had been closed-minded and it was costing me. That was the birth of my enlightenment, and I began to enter and study this network marketing profession. Let me explain why I found it to be a step better. My research led me to learn why this business model made so much sense for a company that wanted a cost-effective way to bring a product to market. Instead of spending millions in traditional media ad buys, which has a declining effectiveness, companies are opting to employ the network marketing model. In doing so, the company only incurs marketing cost if and when a sale is made. They get an army of word-of-mouth salespeople using the most effective way of influencing buying decisions, who only get paid for performance. No salaries, only commissions. But what is also employed is a high sense of motivation, wherein these salespeople can be building a business of their own and not just be salespeople. If they choose to recruit others and teach them how to sell the product or service, they can earn override income just like the broker in a real estate company does. So now they see life through a different lens, as a business owner waking up each day excited about the future they are building for themselves. They are not salespeople; they are business owners.

Spies come in many shapes. Some are motivated by ideology, politics or patriotism. A surprising number act out of avarice, for the financial rewards, can be alluring. Others find themselves drawn into espionage by sex, blackmail, arrogance, revenge, disappointment, or the peculiar oneupmanship and comradeship that secrecy confers. Some are principled and brave. Some are grasping and cowardly. Pavel Sudoplatov, one of Stalin's spymasters, had this advice for his officers seeking to recruit spies in western countries: 'search for people who are hurt by fate or nature - the ugly, those suffering from an inferiority complex, craving power and influence but defeated by unfavourable circumstances... in cooperation with us, all these find a particular compensation. The sense of belonging to an influential and powerful origination will give them a feeling of superiority over the handsome and prosperous people around them.'... Espionage attracts more than its share of the damaged, the lonely and the plain weird. But all spies crave undetected influence, that secret compensation: the ruthless exercise of private power. A degree of intellectual snobbery is common to most, the secret sense of knowing important things unknown to the person standing next to you at the bus stop. In part, spying is an act of the imagination.

A drone is often preferred for missions that are too "dull, dirty, or dangerous" for manned aircraft.” PROLOGUE The graffiti was in Spanish, neon colors highlighting the varicose cracks in the wall. It smelled of urine and pot. The front door was metal with four bolt locks and the windows were frosted glass, embedded with chicken wire. They swung out and up like big fake eye-lashes held up with a notched adjustment bar. This was a factory building on the near west side of Cleveland in an industrial area on the Cuyahoga River known in Ohio as The Flats. First a sweatshop garment factory, then a warehouse for imported cheeses then a crack den for teenage potheads. It was now headquarters for Magic Slim, the only pimp in Cleveland with his own film studio and training facility. Her name was Cosita, she was eighteen looking like fourteen. One of nine children from El Chorillo. a dangerous poverty stricken barrio on the outskirts of Panama City. Her brother, Javier, had been snatched from the streets six months ago, he was thirteen and beautiful. Cosita had a high school education but earned here degree on the streets of Panama. Interpol, the world's largest international police organization, had recruited Cosita at seventeen. She was smart, street savvy, motivated and very pretty. Just what Interpol was looking for. Cosita would become a Drone!

Out of 1,016 study subjects who’d been involved with the Moonies, 90 percent of those who’d been interested enough to attend one of the workshops where this so-called brainwashing occurred decided that the whole thing wasn’t really their cup of tea and quickly ended their Moonie careers. They couldn’t be converted. Of the remaining 10 percent who joined, half left on their own steam within a couple of years. So what made the other 5 percent stay? Prevailing wisdom would tell you that only the intellectually deficient or psychologically unstable would stick by a “cult” that long. But scholars have disproven this, too. In Barker’s studies, she compared the most committed Moonie converts with a control group—the latter had gone through life experiences that might make them very “suggestive” (“Like having an unhappy childhood or being rather low-intelligence,” she said). But in the end, the control group either didn’t join at all or left after a week or two. A common belief is that cult indoctrinators look for individuals who have “psychological problems” because they are easier to deceive. But former cult recruiters say their ideal candidates were actually good-natured, service-minded, and sharp. Steven Hassan, an ex-Moonie himself, used to recruit people to the Unification Church, so he knows a little something about the type of individual cults go for. “When I was a leader in the Moonies we selectively recruited . . . those who were strong, caring, and motivated,” he wrote in his 1998 book Combatting Cult Mind Control. Because it took so much time and money to enlist a new member, they avoided wasting resources on someone who seemed liable to break down right away. (Similarly, multilevel marketing higher-ups agree that their most profitable recruits aren’t those in urgent need of cash but instead folks determined and upbeat enough to play the long game. More on that in part 4.) Eileen Barker’s studies of the Moonies confirmed that their most obedient members were intelligent, chin-up folks. They were the children of activists, educators, and public servants (as opposed to wary scientists, like my parents). They were raised to see the good in people, even to their own detriment. In this way, it’s not desperation or mental illness that consistently suckers people into exploitative groups—instead, it’s an overabundance of optimism.

The U.S. Marine Corps, for example, advertises itself as a place to build strength and character. In doing so, it’s not advertising only to potential recruits; it’s also reminding civilians that the people who serve in the Marines have strength and character.

The reason this is a serious issue is that both the pool of users and the pool of talent available to be recruited into open-source cooperation for any given product category is limited, and recruitment tends to stick. If two producers are the first and second to open-source competing code of roughly equal function, the first is likely to attract the most users and the most and best-motivated co-developers; the second will have to take leavings. Recruitment tends to stick, as users gain familiarity and developers sink time investments in the code itself.

No Rules. No Excuses. No Regrets. - The Break Diver's Creed

with us you are not just a number. but if you really want to work here, you better know how to count

When we apply motivated reasoning to assessments about ourselves, we produce that positive picture of a world in which we are all above average. If we’re better at grammar than arithmetic, we give linguistic knowledge more weight in our view of what is important, whereas if we are good at adding but bad at grammar, we think language skills just aren’t that crucial. If we are ambitious, determined, and persistent, we believe that goal-oriented people make the most effective leaders; if we see ourselves as approachable, friendly, and extroverted, we feel that the best leaders are people-oriented. We even recruit our memories to brighten our picture of ourselves.

The biggest mistake people make. Are people choosing to make personal preferences a general thing and a general thing a personal preference. That is why they are busy recruiting people to join them in being who they are or what they are. Rather than accepting and letting other people be themselves. Our differences from each other mean diversity. It doesn’t mean there is bad blood, we are enemies, there is no unity, we are fighting or the other one is better than the other. Choose to let other people be, without projecting your personal experience into their lives.

Starvation was a great motivator. Fear, chaos, and trauma were the ultimate recruitment tools. Add in the idea of acting for the supposed benefit of all, and there was very little that people wouldn’t be able to justify doing.

My personal convictions drive me to join those like-minded, in the recruitment of a growing army without guns, no hatred or prejudice, but with a leadership voice of influence and harnessing resources to create the change they desire. The major problems facing the world, particularly our beloved African continent, will not be won by sanctions, cruelty, ethnic cleansing, revenge, guns or bullets. The challenges are not largely externally motivated, so the platform to change them must shift. Shift from selfish to selfless, from external to internal, from behaviours to beliefs. Some of them are externally sponsored but self-inflicted, whilst most of them are due to greed, short-sightedness, abuse and selfishness.

AT TRIGON I LEARNT business is all about people, so to ensure I had the first look at executive talent and could hire the best, I created my own recruitment company. I needed a temporary CFO at Emerald and was told about a recruitment consultant called Carmen Bailey. Within 10 minutes of meeting me, Carmen had asked more questions about my business and what drove and motivated me than anyone I had ever met. Carmen is a perfect example of someone who puts the client first. She is never transactional and for her it wasn’t about finding me a contractor but, rather, about wanting to form a long-term sustainable relationship with my business.

If your organization has been in operation any length of time, you have a brand. The question is whether your current brand helps or hinders your mission. Do you know how you are being perceived by your community? It does not matter how good a job you are actually doing if the public's perception does not reflect such knowledge, which is why it is critical that a nonprofit stay in tune with how people outside of its organization view it. Here are some suggestions to help you assess your current public image.

The MSS uses two main themes in recruiting foreign nationals of Chinese ancestry. First, it appeals to their perceived obligation to help the land of their heritage, thereby exploiting sentimental feelings of ethnic pride. Second, it implies that family members still in the PRC will receive unfavorable treatment unless the subjects cooperate. The latter approach is quite stressful for the subjects and a strong motivational factor in favor of compliance.

Where a typical manager may set the deadline for the employee, Musk guides his engineers into taking ownership of their own delivery dates. “He doesn’t say, ‘You have to do this by Friday at two P.M.,’” Brogan said. “He says, ‘I need the impossible done by Friday at two P.M. Can you do it?’ Then, when you say yes, you are not working hard because he told you to. You’re working hard for yourself. It’s a distinction you can feel. You have signed up to do your own work.” And by recruiting hundreds of bright, self-motivated people, SpaceX has maximized the power of the individual. One person putting in a sixteen-hour day ends up being much more effective than two people working eight-hour days together. The individual doesn’t have to hold meetings, reach a consensus, or bring other people up to speed on a project. He just keeps working and working and working. The

As our society has become more casual, the line between a person’s personal life and professional life has become blurred, especially with the advent of social media. Personal information, your manners (or lack thereof), opinions, and pictures of your private life are available for all the world to see. HR directors, recruiters, and potential employers will often ascertain a person’s manners and moral compass from their online presence.

Some terrorism analysts have seen the southern insurgency as an Islamic jihad that forms part of the broader network of AQ-linked extremism, with Islamic theology and religious aspirations (for shari’a law or an Islamic emirate) as a key motivator.73 This surface impression is reinforced by the facts that the violence is led by ustadz74 and other religious teachers, that the mosques and ponoh (Islamic schools) have a central role as recruiting and training bases, and that militants repeatedly state that they are fighting a legitimate defensive jihad against the encroachment of the kafir (infidel) Buddhist Thai government. Clearly, also, the AQ affiliate Jema’ah Islamiyah (JI) has used Thailand as a venue for key meetings, financial transfers, acquisition of forged documents,75 and money laundering and as a transit hub for operators.

is driven more by fear of not being a success than by a concrete desire to do anything in particular.” The postcollege choices of Ivy League students, he explained, “are motivated by two main decision rules: (1) close down as few options as possible; and (2) only do things that increase the possibility of future overachievement.” Recruiters for investment banks and consulting firms understand this psychology, and they exploit it perfectly: the jobs are competitive and high status, but the process of applying and being accepted is regimented and predictable. The recruiters also make the argument to college seniors that if they join Goldman Sachs or McKinsey and Company or any similar firm, they’re not really choosing anything—they’re just going to spend a couple of years making money and, perhaps, recruiters suggest, doing some good in the world, and then at some point in the future they’ll make the real decision about what they want to do and who they want to be. “For people who don’t know how to get a job in the open economy,” Kwak wrote, “and who have ended each phase of their lives by taking the test to do the most prestigious thing possible in the next phase, all of this comes naturally.

To truly ignite your creative potential and inner drive, you have to look beyond the motivation of monetary and material goals. It’s not that those motivations are bad; in fact, they’re great. I’m a connoisseur of nice things. But material stuff can’t really recruit your heart, soul, and guts into the fight. That passion has to come from a deeper place. And, even if you acquire the shiny object(s), you won’t capture the real prize—happiness and fulfillment. In my

Like most people, developers like to win, too, but the game is different. If you’re wondering why it’s hard to recruit and retain great developers—the kind that Facebook, Amazon, and Google employ—start by understanding what motivates developers.

Braw’s book highlights four specific “pastor agents” and the recruiting work of a Stasi official named Joachim Wiegand (still living and interviewed by Braw), who headed up the Stasi’s so-called “Church Department,” formally known as Department XX/4. These pastor agents, states Braw, were “very active,” engaging in regular clandestine meetings with Stasi contacts and “extensive cooperation over many years,” agreeing to “spy on their fellow human beings,” including their own congregants. They had varying motivations. Some did it for the money—a “depressingly” small sum, notes Braw. Others cooperated because they felt they were helping causes like “peace” by curtailing “anti-militarism” in post-war Germany. Regardless, notes Braw, these pastors “betrayed and sold out their friends and acquaintances.

This obstacle which should be relentlessly combatted as a sign of narrow-minded party fanaticism and backward political culture, is reinforced for a journal like ours through the fact that in social sciences the stimulus to the posing of scientific problems is in actuality always given by practical "questions" Hence the very recognition of the existence of a scientific problem coincides personally, with the possession of specially oriented motives and values A Joumal which has come into existence under the Influence of a general interest in a concrete problem, will always include among its contributors persons who are personally Interested In these problems because certain concrete situations seem to be incompatible with, or seem to threaten. the realization of certain ideal values In which they belIeve. A bond of similar ideals will hold this circle of contrIbutors together and it will be the basis of a further recruitment. This in turn will tend to give the Journal, at least in its treatment of questions of practical social policy, a certain "character" which of course inevitably accompanies every collaboration of vigorously sensitive persons whose evaluative standpoint regarding the problems cannot be entirely expressed even In purely theoretical analysis; in the criticIsm of practIcal recommendations and measures it quite legitimately finds expression under the particular conditions above discussed.

This obstacle which should be relentlessly combatted as a sign of narrow-minded party fanaticism and backward political culture, is reinforced for a journal like ours through the fact that in social sciences the stimulus to the posing of scientific problems is in actuality always given by practical "questions" Hence the very recognition of the existence of a scientific problem coincides personally, with the possession of specially oriented motives and values A Joumal which has come into existence under the Influence of a general interest in a concrete problem, will always include among its contributors persons who are personally Interested In these problems because certain concrete situations seem to be incompatible with, or seem to threaten. the realization of certain ideal values In which they belIeve. A bond of similar ideals will hold this circle of contrIbutors together and it will be the basis of a further recruitment. This in turn will tend to give the Journal, at least in its treatment of questions of practical social policy, a certain "character" which of course inevitably accompanies every collaboration of vigorously sensitive persons whose evaluative standpoint regarding the problems cannot be entirely expressed even In purely theoretical analysis; in the criticIsm of practIcal recommendations and measures it quite legitimately finds expression under the particular conditions above discussed.

Never underestimate the impact of customer service. Every business has customers that needs to be served.

Strong, vibrant, positive company culture values their people so greatly that no one feels like just a number.

Spiritually healthy employees are the greatest asset and partners an organization can have. They are positive, solution-seeking, and unifying people.

The ‘purpose’ element of onboarding is where you begin to lay the foundation of success for your new team member.

People are the lifeblood of any business.

A strong, positive culture holds us accountable for taking responsibility and finding solutions.

Leader, you have to know your why, for yourself and your business.

The magic to recruiting is going to where the people are, and the people are living on social media.

You want your people recruiting, especially your highest performers.

This is about designing a culture that is so strong and healthy, your team can’t stay quiet about their experience.

There is an art to developing people.

The people within your leadership are a direct reflection of you.

People will mock you, make fun of you and laugh at you. When you take a decision that makes you stronger and the decision that benefits you, because they want you to doubt yourself and revert the decision you made. After seeing that you are becoming strong, then they will start to hate you and recruit others in hating you.

The khateeb reiterates that his role is vital and positions himself as the spiritual teacher of the recruits. This position is belied somewhat by my earlier description of my encounter with him and his superiors, an impression strengthened by my conversation with other senior army officers. A retired infantry general shared with me how he had confronted the khateeb’s influence in the barracks while he was in services. A particular khateeb under his command during the Kargil war was asked to go to a post nearer the combat zone to motivate the troops. The cleric refused on the grounds that certain requirements of jihad29 had not been fulfilled, so he could not support the effort. “I summoned him and told him, ‘You talk of jihad; God will decide what is jihad. This is a war zone, and I am ordering a district court martial of you, and I will ensure that you are put before a firing squad right over here in front of my office.’” He then had him posted out of the area with immediate effect. The khateeb is told here that he is in no position to adjudicate what jihad is, the implication being that the military, in this case the commanding officer, has the right to adjudicate this over and above religious authority, whose only role is to motivate troops in the name of jihad as and when ordered by the military officer. The khateeb is a spiritual guide, then, with no real official authority, an army person but not regular army personnel. He is a “harmless” person yet one who must be monitored, as evidenced by the colonel’s initial reluctance to let me talk to him. As another retired infantry general jokingly put it, “He [the khateeb] is uneducated but very motivating.” Much like his soldier-class contemporaries, he is regarded by the officer class as somewhat uncouth but nonetheless essential for the training center. He has the specific task of motivating troops and acting as a religious mascot to lend credence to the militarism project. 265/378

Knowing and understanding your organization’s purpose is essential to making important organizational decisions. It’s also a fundamental tool to use when asking for money, recruiting additional board members, hiring and motivating staff, and publicizing your activities. Also, remember that your governing board’s input in developing the mission statement is not an option. Buy-in begins with inclusion!

Inclusion of women creates a segment of the military that is physically weaker, more prone to injury (both physical and psychological), less physically aggressive, able to withstand less pain, less willing to take physical risks, less motivated to kill, less likely to be available to deploy when ordered to, more expensive to recruit, and less likely to remain in the service even for the length of their initial contracts. Women are placed in units with men who do not trust them with their lives and who do not bond with them the way that they do with other men. The groups into which they are introduced become less disciplined and more subject to conflict related to sexual jealousy and sexual frustration, and men receive less rigorous training because of their presence. Officers and NCOs must divert attention from their central missions to cope with the “drama” that sexual integration brings, and they must reassign physical tasks (or do them themselves) because women cannot get them done fast enough, if at all. Men who have traditionally been drawn to the military because of its appeal to their masculinity now find that the military tries to cure them of it to make the environment more comfortable for women.

Don’t allow people to turn you, into a hater to push their agenda. Hate is a heavy burden. That is why those who do it, can't do it alone . They recruit others to help them to carry this hate. Choose not to be a carrier of hate or a hate Influencer. Always spread love.

Moreover, to teach ourselves to self-motivate more easily, we need to learn to see our choices not just as expressions of control but also as affirmations of our values and goals. That’s the reason recruits ask each other “why”—because it shows them how to link small tasks to larger aspirations.

I made it a point to recruit only subjects who had trained extensively as athletes, dancers, musicians, or singers. None of them ever quit on me. So here we have purposeful practice in a nutshell: Get outside your comfort zone but do it in a focused way, with clear goals, a plan for reaching those goals, and a way to monitor your progress. Oh, and figure out a way to maintain your motivation.

Recruitment was all about human needs, vulnerabilities, and motivations.

One winter in Manila in the mid-1930s, Wylie walked into the wardroom of his ship, the heavy cruiser Augusta (Captain Chester W. Nimitz commanding), and encountered a “fist-banging argument” between two of the ship’s up-and-coming young officers. At issue was what it took to become skilled at rifle or pistol marksmanship. One officer, Lloyd Mustin, said that only someone born with a special gift could learn to do it well. The other, a marine named Lewis B. Puller, said, “I can take any dumb son of a bitch and teach him to shoot.” Mustin would go on to become one of the Navy’s pioneers in radar-controlled gunnery. Puller would ascend to general, the most decorated U.S. Marine in history. Gesturing to Wylie standing in the doorway, Chesty Puller declared, “I can even teach him.” A ten-dollar bet ensued. The next time the Augusta’s marine detachment found time to do their annual qualifications at the rifle range, Wylie was Puller’s special guest. And by the end of the experiment, he was the proud owner of a Marine medal designating him an expert rifleman. The experience helped Wylie understand both native gifts and teachable skills and predisposed him to work with the rural kids under him. Now he could smile when the sighting of an aircraft approaching at a distant but undetermined range came through the Fletcher’s bridge phones as, “Hey, Cap’n, here’s another one of them thar aero-planes, but don’t you fret none. She’s a fur piece yet.” Wylie was a good enough leader to appreciate what the recruits from the countryside brought to the game. “They were highly motivated,” he said. “They just came to fight.

study conducted by the recruiting firm Korn Ferry found that many people, while perhaps not obsessive, want to be challenged. The researchers examined why professionals leave their jobs and found a variety of reasons, with the most common being boredom. One-third of the respondents said they wanted to do something that would more fully challenge them.34 They would take the risk of moving to another job in hopes of doing work that would better utilize their skills and allow them to grow as professionals. This was more important than other motivators, including the desire to make more money. For them, being bored is worse than being underpaid

YouTube: "Jordan Peterson | The Most Terrifying IQ Statistic" JORDAN PETERSON: One of the most terrifying statistics I ever came across was one detailing out the rationale of the United States Armed Forces for not allowing the induct … you can't induct anyone into the Armed Forces into the Armed Forces in the U.S. if they have an IQ of less than 83. Okay, so let's just take that apart for a minute, because it's a horrifying thing. So, the U.S. Armed Forces have been in the forefront of intelligence research since World War I because they were onboard early with the idea that, especially during war time when you are ramping up quickly that you need to sort people effectively and essentially without prejudice so that you can build up the officer corps so you don't lose the damned war, okay. So, there is real motivation to get it right, because it's a life-and-death issue, so they used IQ. They did a lot of the early psychometric work on IQ. Okay, so that's the first thing, they are motivated to find an accurate predictor, so they settled on IQ. The second thing was, the United States Armed Forces is also really motivated to get people into the Armed Forces, peacetime or wartime. Wartime, well, for obvious reasons. Peacetime, because, well, first of all you've got to keep the Armed Forces going and second you can use the Armed Forces during peacetime as a way of taking people out of the underclass and moving them up into the working class or the middle class, right. You can use it as a training mechanism, and so left and right can agree on that, you know. It's a reasonable way of promoting social mobility. So again, the Armed Forces even in peacetime is very motivated to get as many people in as they possibly can. And it's difficult as well. It's not that easy to recruit people, so you don't want to throw people out if you don't have to. So, what's the upshot of all that? Well, after one hundred years, essentially, of careful statistical analysis, the Armed Forces concluded that if you had an IQ of 83 or less there wasn't anything you could possibly be trained to do in the military at any level of the organization that wasn't positively counterproductive. Okay, you think, well, so what, 83, okay. Yeah, one in ten! One in ten! That's one in ten people! And what that really means, as far as I can tell, is if you imagine that the military is approximately as complex as the broader society, which I think is a reasonable proposition, then there is no place in our cognitively complex society for one in ten people. So what are we going to do about that? The answer is, no one knows. You say, "well, shovel money down the hierarchy." It's like, the problem isn't lack of money. I mean sometimes that's the problem, but the problem is rarely absolute poverty. It's rarely that. It is sometimes, but rarely. It's not that easy to move money down the hierarchy. So, first of all, it's not that easy to manage money. So, it's a vicious problem, man. And so... INTERVIEWER: It's hard to train people to become creative, adaptive problem solvers. PETERSON: It's impossible! You can't do it! You can't do it! You can interfere with their cognitive ability, but you can't do that! The training doesn't work. INTERVIEWER: It's not going to work in six months, but it could have worked in six years. PETERSON: No, it doesn't work. Sorry, it doesn't work. The data on that is crystal clear. [note that “one in ten” applies to a breeding group with an average IQ of 100]

If there is a job that you really want, go for it. Recruiters like candidates who are persistent; it shows that you are motivated, resourceful, and have determination.

identify your employee adjectives, (2) recruit through proper advertising, (3) identify winning personalities, and (4) select your winners. Step One: Identify Your Employee Adjectives When you think of your favorite employees in the past, what comes to mind? A procedural element such as an organized workstation, neat paperwork, or promptness? No. What makes an employee memorable is her attitude and smile, the way she takes the time to make sure a customer is happy, the extra mile she goes to ensure orders are fulfilled and problems are solved. Her intrinsic qualities—her energy, sense of humor, eagerness, and contributions to the team—are the qualities you remember. Rather than relying on job descriptions that simply quantify various positions’ duties and correlating them with matching experience as a tool for identifying and hiring great employees, I use a more holistic approach. The first step in the process is selecting eight adjectives that best define the personality ideal for each job or role in your business. This is a critical step: it gives you new visions and goals for your own management objectives, new ways to measure employee success, and new ways to assess the performance of your own business. Create a “Job Candidate Profile” for every job position in your business. Each Job Candidate Profile should contain eight single- and multiple-word phrases of defining adjectives that clearly describe the perfect employee for each job position. Consider employee-to-customer personality traits, colleague-to-colleague traits, and employee-to-manager traits when making up the list. For example, an accounting manager might be described with adjectives such as “accurate,” “patient,” “detailed,” and “consistent.” A cocktail server for a nightclub or casual restaurant would likely be described with adjectives like “energetic,” “fun,” “music-loving,” “sports-loving,” “good-humored,” “sociable conversationalist,” “adventurous,” and so on. Obviously, the adjectives for front-of-house staff and back-of-house staff (normally unseen by guests) will be quite different. Below is one generic example of a Job Candidate Profile. Your lists should be tailored for your particular bar concept, audience, location, and style of business (high-end, casual, neighborhood, tourist, and so on). BARTENDER Energetic Extroverted/Conversational Very Likable (first impression) Hospitable, demonstrates a Great Service Attitude Sports Loving Cooperative, Team Player Quality Orientated Attentive, Good Listening Skills SAMPLE ADJECTIVES Amazing Ambitious Appealing Ardent Astounding Avid Awesome Buoyant Committed Courageous Creative Dazzling Dedicated Delightful Distinctive Diverse Dynamic Eager Energetic Engaging Entertaining Enthusiastic Entrepreneurial Exceptional Exciting Fervent Flexible Friendly Genuine High-Energy Imaginative Impressive Independent Ingenious Keen Lively Magnificent Motivating Outstanding Passionate Positive Proactive Remarkable Resourceful Responsive Spirited Supportive Upbeat Vibrant Warm Zealous Step Two: Recruit through Proper Advertising The next step is to develop print or online advertising copy that will attract the personalities you’ve just defined.

YOUR MIND WILL PLAY TRICKS ON YOU There are many days you will feel like you are riding a roller coaster. Just remember — this is normal. There is no way around it. You will have mental ups and downs in this journey of building your business. You get started in the business, and you are fired up! You have huge dreams and expectations. Then you get your first no, and your dream gets shattered. You stay with it, and go through some more rejection and finally recruit a great partner … woohoo! You are back on top of the world. Then that recruit quits the next week … you are back in the dumps. But then you recruit someone else, and you see hope again! And maybe your business starts to get traction and grows. But after a while, 90 percent of your downline has disappeared, and your mind plays tricks on you. Now you wonder if it is even worth recruiting anyone else, if most are only going to quit anyway. So now the phone weighs 300 pounds, and you just can’t get motivated to make calls.

Wikipedia: Unofficial Collaborator The great range of circumstances that led to collaboration with the Stasi makes any overall moral evaluation of the spying activities extremely difficult. There were those that volunteered willingly and without moral scruples to pass detailed reports to the Stasi out of selfish motives, from self-regard, or from the urge to exercise power over others. Others collaborated with the Stasis out of a sincerely held sense of duty that the GDR was the better Germany and that it must be defended from the assaults of its enemies. Others were to a lesser or greater extent themselves victims of state persecution and had been broken or blackmailed into collaboration. Many informants believed that they could protect friends or relations by passing on only positive information about them, while others thought that provided they reported nothing suspicious or otherwise punishable, then no harm would be done by providing the Stasi with reports. These failed to accept that the Stasi could use apparently innocuous information to support their covert operations and interrogations. A further problem in any moral evaluation is presented by the extent to which information from informal collaborators was also used for combating non-political criminality. Moral judgements on collaboration involving criminal police who belonged to the Stasi need to be considered on a case by case basis, according to individual circumstances. A belief has gained traction that any informal collaborator (IM) who refused the Stasi further collaboration and extracted himself (in the now outdated Stasi jargon of the time "sich dekonspirierte") from a role as an IM need have no fear of serious consequences for his life, and could in this way safely cut himself off from communication with the Stasi. This is untrue. Furthermore, even people who declared unequivocally that they were not available for spying activities could nevertheless, over the years, find themselves exposed to high-pressure "recruitment" tactics. It was not uncommon for an IM trying to break out of a collaborative relationship with the Stasi to find his employment opportunities destroyed. The Stasi would often identify refusal to collaborate, using another jargon term, as "enemy-negative conduct" ("feindlich-negativen Haltung"), which frequently resulted in what they termed "Zersetzungsmaßnahmen", a term for which no very direct English translation is available, but for one form of which a definition has been provided that begins: "a systematic degradation of reputation, image, and prestige in a database on one part true, verifiable and degrading, and on the other part false, plausible, irrefutable, and always degrading; a systematic organization of social and professional failures for demolishing the self-confidence of the individual.

I began thinking about the key insight from chapter one and the ideas that Gen. Charles Krulak used to redesign Marine Corps boot camp by strengthening recruits’ internal locus of control: • Motivation becomes easier when we transform a chore into a choice. Doing so gives us a sense of control.