Sale Motivation Quotes

I used the boos, and not the booze, as motivation. That led to applause, which I drank up like an alcoholic. I need a refill.

A book can give you an experience of someone’s life in a few hours, and this is far more profitable than any sale that’s going on.

Goals that people set for themselves and that are devoted to attaining mastery are usually healthy. But goals imposed by others--sales targets, quarterly returns, standardized test scores, and so on--can sometimes have dangerous side effects.

Ought we not to love dearly the neighbor, who truly represents to us the sacred Person of our Master? And is this not one of the most powerful motives we could have for loving each other with an ardently burning love?

The principles underlying propaganda are extremely simple. Find some common desire, some widespread unconscious fear or anxiety; think out some way to relate this wish or fear to the product you have to sell; then build a bridge of verbal or pictorial symbols over which your customer can pass from fact to compensatory dream, and from the dream to the illusion that your product, when purchased, will make the dream come true. They are selling hope. We no longer buy oranges, we buy vitality. We do not just buy an auto, we buy prestige. And so with all the rest. In toothpaste, for example, we buy not a mere cleanser and antiseptic, but release from the fear of being sexually repulsive. In vodka and whisky we are not buying a protoplasmic poison which in small doses, may depress the nervous system in a psychologically valuable way; we are buying friendliness and good fellowship, the warmth of Dingley Dell and the brilliance of the Mermaid Tavern. With our laxatives we buy the health of a Greek god. With the monthly best seller we acquire culture, the envy of our less literate neighbors and the respect of the sophisticated. In every case the motivation analyst has found some deep-seated wish or fear, whose energy can be used to move the customer to part with cash and so, indirectly, to turn the wheels of industry.

The expensive car you bought doesn’t matter, but the way you treated the sales man did.

At the heart of all sales and marketing is the ability to create demand even in the absence of logic.

People buy for their reasons, not yours.

Sell your materials but save your morals.

Excerpt from Ursula K Le Guin's speech at National Book Awards Hard times are coming, when we’ll be wanting the voices of writers who can see alternatives to how we live now, can see through our fear-stricken society and its obsessive technologies to other ways of being, and even imagine real grounds for hope. We’ll need writers who can remember freedom – poets, visionaries – realists of a larger reality. Right now, we need writers who know the difference between production of a market commodity and the practice of an art. Developing written material to suit sales strategies in order to maximise corporate profit and advertising revenue is not the same thing as responsible book publishing or authorship. Yet I see sales departments given control over editorial. I see my own publishers, in a silly panic of ignorance and greed, charging public libraries for an e-book six or seven times more than they charge customers. We just saw a profiteer try to punish a publisher for disobedience, and writers threatened by corporate fatwa. And I see a lot of us, the producers, who write the books and make the books, accepting this – letting commodity profiteers sell us like deodorant, and tell us what to publish, what to write. Books aren’t just commodities; the profit motive is often in conflict with the aims of art. We live in capitalism, its power seems inescapable – but then, so did the divine right of kings. Any human power can be resisted and changed by human beings. Resistance and change often begin in art. Very often in our art, the art of words. I’ve had a long career as a writer, and a good one, in good company. Here at the end of it, I don’t want to watch American literature get sold down the river. We who live by writing and publishing want and should demand our fair share of the proceeds; but the name of our beautiful reward isn’t profit. Its name is freedom.

One who is hungry for growth, doesn't requires motivation and training.. He just needs an opportunity...

You can sell anything to people if you know what motivates them.

If I had to pick the single most powerful force in advertising and selling—the most important psychological trigger—I would pick honesty.

Apple Stores produce more sales per square foot than any other retailer in the United States, including luxury stores like Tiffany.

Selling is a sacred trust between buyer and seller.

When we’re self-employed, much of what has been typical of business, marketing, and sales has creeped us out. We want to do business in ways that feel good to us.

A hunter’s meal is in proportion to his skill.

Whether you're delivering a sales presentation to a new client, going on a trip, speaking in front of a thousand people, or handling a customer complaint, when you are prepared, you are more empowered to do your best and perform at a higher level. It feels great!

The easiest person to like is a SanPhleg. The overpowering and often obnoxious tendencies of a Sanguine are offset by the gracious, easygoing Phlegmatic. SanPhlegs are happy-go-lucky people whose carefree spirit and good humor make them lighthearted entertainers. Helping people is their regular business, along with various forms of sales. The least extrovertish of the Sanguines, they often react to their environment and circumstances rather than being proactive and self-motivated.

I am fond of pigs. Dogs look up to us. Cats look down on us. Pigs treat us as equals." (Winston S. Churchill)

When my cats aren't happy, I'm not happy. Not because I care about their mood but because I know they're just sitting there thinking up ways to get even. (Percy Bysshe Shelley)

You cannot win everyday, but make sure u win, at-least once in a while.

So much can be learnt by observing motivations of our ancestors

Everyone has a dream. The ambitious make that dream a goal. The motivated build a plan. The successful execute.

Making a product is just an activity, making a profit on a product is the achievement.

A small businesses ability to gain an edge for a profitable niche is not by just focusing on the dynamic market gap, but by identifying a market within the gap.

Some will, some won't. Look for the ones who will.

The great idea is the one that is either saleable or is worthy of imitation.

Remembering the why will inspire the how

True ambition is the desire to work harder for yourself than somebody else

If you try to be everything to everyone, you become nothing

Dreaming of being on Moon cannot get you there. It requires a focused & intelligent effort to achieve what you Dream.

Winners run through the finish line. End your day with passion and enthusiasm.

In business, if you can effectively sell the value of an idea, then it is easier to trade any valuable commodity.

Guerrilla networking does not mean meeting people. It means becoming the type of person other people want to meet.

a motivated person who was willing to get in front of enough people and simply tell their story would almost always outsell the ‘sales pro’ with the slick closes and fancy techniques.

A cloth seller is wandering from street to street. It’s evening, still no sales. It feels like he is walking through a desert, dying to get a drop of water, dying to make a sale. He is frustrated now. He gets angry at a customer who actually wanted to buy a lot of clothes from him. Those who walk miles and miles through a desert often die just a few feet away from water.

In 2007, Stanford Business School Advisory committee asserted that self awareness was the most important attribute a leader should develop. The challenge for the modern entrepreneur is to take that path.

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

You don't have to win every fight or make everyone love you or be the cleverest person in the room. You don't even have to raise your hand or answer every question on a test or get to every class on time. You just have to keep living.

Goals that people set for themselves and that are devoted to attaining mastery are usually healthy. But goals imposed by others—sales targets, quarterly returns, standardized test scores, and so on—can sometimes have dangerous side effects.

You can never learn Sales by reading books and watching videos, you can only get motivated by that.. To learn Sales (telesales) dial 300+ calls daily and (direct field sales) meet at-least 5 clients daily... Only customers can teach u sales!

Goals: Setting and Achieving Them on Schedule, How to Stay Motivated, and Secrets of Closing the Sale by Zig Ziglar: “Zig is your grandfather and my grandfather. He’s Tony Robbins’s grandfather. None of us would be here if it weren’t for Zig.

The minute you settle for less than you deserve, you get even less than you settled for. Stop trying to use the past to validate the present, if anything you should use it to motivate you to act differently. #MondayMorning #MondayMotivation #Sales

Jika belum bisa bersama, maka gantilah canda dengan saling mendo'a. Jarak menciptakan kerinduan. Waktu menghasilkan suatu harapan. Dan cinta menghasilkan kasih sayang dan kesetiaan yang begitu mendalam. Jika tidak di dunia, siapa tahu nanti di surga-Nya

Women are taught to sacrifice, to play nice, to live an altruistic life because a good girl is always rewarded in the end. This is not a virtue; it is propaganda. Submission gets you a ticket to future prosperity that will never manifest. By the time you realize the ticket to success and happiness you have been sold isn’t worth the paper it was printed on, it will be too late. Go on, spend a quarter of your life, even half of your life, in the service of others and you will realize you were hustled. You do not manifest your destiny by placing others first! A kingdom built on your back doesn’t become your kingdom, it becomes your folly. History does not remember the slaves of Egypt that built the pyramids, they remember the Pharaohs that wielded the power over those laborers. Yet here you are, content with being a worker bee, motivated by some sales pitch that inspires you to work harder for some master than you work for yourself, with this loose promise that one day you will share in his wealth. Altruism is your sin. Selfishness is your savior. Ruthless aggression and self-preservation are not evil. Why aren’t females taught these things? Instead of putting themselves first, women are told to be considerate and selfless. From birth, they have been beaten in the head with this notion of “Don’t be selfish!” Fuck that. Your mother may have told you to wait your turn like a good girl, but I’m saying cut in front of that other bitch. Club Success is about to hit capacity, and you don’t want to be the odd woman out. Where are the powerful women? Those who refuse to play by those rules and want more out of life than what a man allows her to have? I created a category for such women and labeled them Spartans. Much like the Greek warriors who fought against all odds, these women refuse to surrender and curtsy before the status quo. Being

Whether it is in a sales situation, love at first sight, a husband and wife having an important conversation, a parent disciplining a child, or a teacher instructing her students, eye contact is a powerful body language for enriching engagement, focus, and communication.

I have aspirations of becoming the first man to put on a chicken suit, cross the road, and then explain my motives for doing so. I guess you could say that right now I am an egg, and my dream is an omelet; I see myself in my dream, yet it is greater and more colorful than even I am.

I'm only a cat, and I stay in my place... Up there on your chair, on your bed or your face! I'm only a cat, and I don't finick much... I'm happy with cream and anchovies and such! I'm only a cat, and we'll get along fine... As long as you know I'm not yours... you're all mine! (Author Unknown)

Living in the age of the Internet and being a part of the information generation, we have unlimited access to an unprecedented wealth of knowledge and learning. We have no excuse to show up to an appointment, a sales call, a date, or an important meeting without learning everything we can to tip the odds in our favor.

Another miraculous transformation is the shift from a sales mentality to a service mentality. When we're motivated by the desire to sell, we're only looking out for ourselves.  When we're motivated by the desire to serve, we're looking out for others.  Since in the realm of consciousness, we only get to keep what we give away, a service mentality is a far more abundant attitude.

Let’s say that you have committed to running every day for two weeks, and at the end of those two weeks, you “reward” yourself with a massage. I would say, “Good for you!” because we all could benefit from more massages. But I would also say that your massage wasn’t a reward. It was an incentive. The definition of a reward in behavior science is an experience directly tied to a behavior that makes that behavior more likely to happen again. The timing of the reward matters. Scientists learned decades ago that rewards need to happen either during the behavior or milli-seconds afterward. Dopamine is released and processed by the brain very quickly. That means you’ve got to cue up those good feelings fast to form a habit. Incentives like a sales bonus or a monthly massage can motivate you, but they don’t rewire your brain. Incentives are way too far in the future to give you that all-important shot of dopamine that encodes the new habit. Doing three squats in the morning and rewarding yourself with a movie that evening won’t work. The squats and the good feelings you get from the movie are too far apart for dopamine to build a bridge between the two. The neurochemical reaction that you are trying to hack is not only time dependent, it’s also highly individualized. What causes one person to feel good may not work for everyone. Your boss may love the smell of coffee. When she enters a coffee shop and inhales, she feels good. And her immediate feeling builds her habit of visiting the coffee shop. But your coworker might not like the way coffee smells. His brain won’t react in the same way. A real reward — something that will actually create a habit — is a much narrower target to hit than most people think. I

From these definitions and axioms springs my central hypothesis: political parties in a democracy formulate policy strictly as a means of gaining votes. They do not seek to gain office in order to carry out certain preconceived policies or to serve any particular interest groups; rather they formulate policies and serve interest groups in order to gain office. Thus their social function—which is to formulate and carry out policies when in power as the government—is accomplished as a by-product of their private motive—which is to attain the income, power, and prestige of being in office. This hypothesis implies that, in a democracy, the government always acts so as to maximize the number of votes it will receive. In effect, it is an entrepreneur selling policies for votes instead of products for money. Furthermore, it must compete for votes with other parties, just as two or more oligopolists compete for sales in a market.

Thank you Neil, and to the givers of this beautiful reward, my thanks from the heart. My family, my agent, editors, know that my being here is their doing as well as mine, and that the beautiful reward is theirs as much as mine. And I rejoice at accepting it for, and sharing it with, all the writers who were excluded from literature for so long, my fellow authors of fantasy and science fiction—writers of the imagination, who for the last 50 years watched the beautiful rewards go to the so-called realists. I think hard times are coming when we will be wanting the voices of writers who can see alternatives to how we live now and can see through our fear-stricken society and its obsessive technologies to other ways of being, and even imagine some real grounds for hope. We will need writers who can remember freedom. Poets, visionaries—the realists of a larger reality. Right now, I think we need writers who know the difference between the production of a market commodity and the practice of an art. Developing written material to suit sales strategies in order to maximize corporate profit and advertising revenue is not quite the same thing as responsible book publishing or authorship. (Thank you, brave applauders.) Yet I see sales departments given control over editorial; I see my own publishers in a silly panic of ignorance and greed, charging public libraries for an ebook six or seven times more than they charge customers. We just saw a profiteer try to punish a publisher for disobedience and writers threatened by corporate fatwa, and I see a lot of us, the producers who write the books, and make the books, accepting this. Letting commodity profiteers sell us like deodorant, and tell us what to publish and what to write. (Well, I love you too, darling.) Books, you know, they’re not just commodities. The profit motive often is in conflict with the aims of art. We live in capitalism. Its power seems inescapable. So did the divine right of kings. Any human power can be resisted and changed by human beings. Resistance and change often begin in art, and very often in our art—the art of words. I have had a long career and a good one. In good company. Now here, at the end of it, I really don’t want to watch American literature get sold down the river. We who live by writing and publishing want—and should demand—our fair share of the proceeds. But the name of our beautiful reward is not profit. Its name is freedom. Thank you.

Sheepwalking I define “sheepwalking” as the outcome of hiring people who have been raised to be obedient and giving them a brain-dead job and enough fear to keep them in line. You’ve probably encountered someone who is sheepwalking. The TSA “screener” who forces a mom to drink from a bottle of breast milk because any other action is not in the manual. A “customer service” rep who will happily reread a company policy six or seven times but never stop to actually consider what the policy means. A marketing executive who buys millions of dollars’ worth of TV time even though she knows it’s not working—she does it because her boss told her to. It’s ironic but not surprising that in our age of increased reliance on new ideas, rapid change, and innovation, sheepwalking is actually on the rise. That’s because we can no longer rely on machines to do the brain-dead stuff. We’ve mechanized what we could mechanize. What’s left is to cost-reduce the manual labor that must be done by a human. So we write manuals and race to the bottom in our search for the cheapest possible labor. And it’s not surprising that when we go to hire that labor, we search for people who have already been trained to be sheepish. Training a student to be sheepish is a lot easier than the alternative. Teaching to the test, ensuring compliant behavior, and using fear as a motivator are the easiest and fastest ways to get a kid through school. So why does it surprise us that we graduate so many sheep? And graduate school? Since the stakes are higher (opportunity cost, tuition, and the job market), students fall back on what they’ve been taught. To be sheep. Well-educated, of course, but compliant nonetheless. And many organizations go out of their way to hire people that color inside the lines, that demonstrate consistency and compliance. And then they give these people jobs where they are managed via fear. Which leads to sheepwalking. (“I might get fired!”) The fault doesn’t lie with the employee, at least not at first. And of course, the pain is often shouldered by both the employee and the customer. Is it less efficient to pursue the alternative? What happens when you build an organization like W. L. Gore and Associates (makers of Gore-Tex) or the Acumen Fund? At first, it seems crazy. There’s too much overhead, there are too many cats to herd, there is too little predictability, and there is way too much noise. Then, over and over, we see something happen. When you hire amazing people and give them freedom, they do amazing stuff. And the sheepwalkers and their bosses just watch and shake their heads, certain that this is just an exception, and that it is way too risky for their industry or their customer base. I was at a Google conference last month, and I spent some time in a room filled with (pretty newly minted) Google sales reps. I talked to a few of them for a while about the state of the industry. And it broke my heart to discover that they were sheepwalking. Just like the receptionist at a company I visited a week later. She acknowledged that the front office is very slow, and that she just sits there, reading romance novels and waiting. And she’s been doing it for two years. Just like the MBA student I met yesterday who is taking a job at a major packaged-goods company…because they offered her a great salary and promised her a well-known brand. She’s going to stay “for just ten years, then have a baby and leave and start my own gig.…” She’ll get really good at running coupons in the Sunday paper, but not particularly good at solving new problems. What a waste. Step one is to give the problem a name. Done. Step two is for anyone who sees themselves in this mirror to realize that you can always stop. You can always claim the career you deserve merely by refusing to walk down the same path as everyone else just because everyone else is already doing it.

Earning Trust & Cooperation The number one thing which stands between you and meeting a new person is tension. What is the number one thing which stands between a sales person and their prospect? You guessed it . . . tension. One of our first priorities as we initiate a first impression must be to focus on how to effectively minimize or eliminate tension. Regardless of your relationship or venue, when tension is high, trust and cooperation are low. When tension is reduced, trust and cooperation increase. It is an inverse relationship. So, how can you move to reduce tension in your first impressions to increase trust and cooperation? Put yourself in their shoes and seek to relate to them with an equal footing on a level playing field. Demonstrate how you can bring value to their lives.

Richard Lovelace makes a compelling case that the best defense is a good offense. “The ultimate solution to cultural decay is not so much the repression of bad culture as the production of sound and healthy culture,” he writes. “We should direct most of our energy not to the censorship of decadent culture, but to the production and support of healthy expressions of Christian and non-Christian art.”10 Public protests and boycotts have their place. But even negative critiques are effective only when motivated by a genuine love for the arts. The long-term solution is to support Christian artists, musicians, authors, and screenwriters who can create humane and healthy alternatives that speak deeply to the human condition. Exploiting “Talent” The church must also stand against forces that suppress genuine creativity, both inside and outside its walls. In today’s consumer culture, one of the greatest dangers facing the arts is commodification. Art is treated as merchandise to market for the sake of making money. Paintings are bought not to exhibit, nor to grace someone’s home, but merely to resell. They are financial investments. As Seerveld points out, “Elite art of the New York school or by approved gurus such as Andy Warhol are as much a Big Business today as the music business or the sports industry.”11 Artists and writers have been reduced to “talent” to be plugged into the manufacturing process. That approach may increase sales, but it will suppress the best and highest forms of art. In the eighteenth century, the world nearly lost the best of Mozart’s music because the adults in the young man’s life treated him primarily as “talent” to exploit.

The first port of call was the Americans. In 1974, an initial agreement was reached by which the US agreed to sell two reactors, as well as enriched uranium, to Iran. The scope of the arrangement was expanded further in 1975, when a $15 billion trade deal was agreed between the two countries, which included provision for Iran to purchase eight reactors from the United States at a fixed price of $6.4 billion.55 The following year, President Ford approved a deal that allowed Iran to buy and operate a US-built system that included a reprocessing facility that could extract plutonium from nuclear reactor fuel, and therefore enable Teheran to operate a ‘nuclear fuel cycle’. President Ford’s Chief of Staff had no hesitation in approving this sale: in the 1970s, Dick Cheney did not find it difficult to ‘figure out’ what Iran’s motivations were.

I would read the Scriptures longingly, trying to imagine how wonderful it would be not to worry about anything, safe and secure in the presence of Jesus all the time. Miracles would be normal. Love would be natural. We could always give and never lose. We could be lied to, cheated and stolen from, and yet we would always come out ahead. We would never have to take advantage of anyone or have any motive but to bless other people. Rather than always making contingency plans in case Jesus didn’t do anything, we could count on Him continually. We, our lives and all that we preach and provide would not be for sale, but would be given freely, just as we have received freely. Our hearts would be carefree in the love of our Father in heaven, who always knows what we need, and we could get on with the glorious business of seeking first His Kingdom and His righteousness. There would always be enough!

Bucky was very clear that he felt there were two major areas of human endeavor that needed this prosperity understanding: politics and big business. Both of these fields are guilty in his mind of doing what is best for their personal goals rather than what is best for the well-being of all. I’m sure he would have acknowledged exceptions to this thought, but in general he felt human progress depended on these two areas changing their views on how to prosper. The welfare of others must become the driving motivation behind their efforts. Can you imagine politicians who always voted according to their inner guidance without any concern about what would get them reelected, or corporations that depended on the value of their product to boost sales without trying to sell people on why they have to buy it? There are many other selfmotivating problems that go with modern politics and big business. In

What’s really worried me over the years is not our stock price, but that we might someday fail to take care of our customers, or that our managers might fail to motivate and take care of our associates. I also was worried that we might lose the team concept, or fail to keep the family concept viable and realistic and meaningful to our folks as we grow. Those challenges are more real than somebody’s theory that we’re headed down the wrong path. As business leaders, we absolutely cannot afford to get all caught up in trying to meet the goals that some retail analyst or financial institution in New York sets for us on a ten-year plan spit out of a computer that somebody set to compound at such-and-such a rate. If we do that, we take our eye off the ball. But if we demonstrate in our sales and our earnings every day, every week, every quarter, that we’re doing our job in a sound way, we will get the growth we are entitled to, and the market will respect us in a way that we deserve.

As the other startups do at the end of their presentations, Shen offers to the batch the expertise of his team's members: "Kalvin and Randy are developers," he says, and as for himself, he knows how to stay motivated in the face of rejection. "I've gotten rejected thirty days in a row," he says, a reference to his putting himself through "Rejection Therapy," in which one must make unreasonable requests so that one is rejected by a different person, at least once, every single day- inuring one to the pain of rejection. (One example of Shen's first bid to be rejected: he asked a flight attendant if he could move up to first class for free. In another case, he saw an attractive woman on the train and decided he would ask her for her phone number, and when she would turn him down, he would have fulfilled the day's required quota of rejection. He sat near her, fell into a conversation, and when they got off the train and he asked for her number, she said, "Sure." He categorized this as "Failed Rejection.") "So if you need to get pumped up for your sales calls, talk to me. p121

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.

Knowing one’s emotions. Self-awareness—recognizing a feeling as it happens—is the keystone of emotional intelligence. As we will see in Chapter 4, the ability to monitor feelings from moment to moment is crucial to psychological insight and self-understanding. An inability to notice our true feelings leaves us at their mercy. People with greater certainty about their feelings are better pilots of their lives, having a surer sense of how they really feel about personal decisions from whom to marry to what job to take. 2. Managing emotions. Handling feelings so they are appropriate is an ability that builds on self-awareness. Chapter 5 will examine the capacity to soothe oneself, to shake off rampant anxiety, gloom, or irritability—and the consequences of failure at this basic emotional skill. People who are poor in this ability are constantly battling feelings of distress, while those who excel in it can bounce back far more quickly from life’s setbacks and upsets. 3. Motivating oneself. As Chapter 6 will show, marshaling emotions in the service of a goal is essential for paying attention, for self-motivation and mastery, and for creativity. Emotional self-control—delaying gratification and stifling impulsiveness—underlies accomplishment of every sort. And being able to get into the “flow” state enables outstanding performance of all kinds. People who have this skill tend to be more highly productive and effective in whatever they undertake. 4. Recognizing emotions in others. Empathy, another ability that builds on emotional self-awareness, is the fundamental “people skill.” Chapter 7 will investigate the roots of empathy, the social cost of being emotionally tone-deaf, and the reason empathy kindles altruism. People who are empathic are more attuned to the subtle social signals that indicate what others need or want. This makes them better at callings such as the caring professions, teaching, sales, and management. 5. Handling relationships. The art of relationships is, in large part, skill in managing emotions in others. Chapter 8 looks at social competence and incompetence, and the specific skills involved. These are the abilities that undergird popularity, leadership, and interpersonal effectiveness. People who excel in these skills do well at anything that relies on interacting smoothly with others; they are social stars.

Acest fapt particular permite să tragem concluzii referitoare la "localizarea" animusului şi animei în cadrul structurii psihice: ele trăiesc şi funcţionează în mod evident în straturile mai adânci ale inconştientului, mai cu seamă în acel strat filogenetic profund pe care l-am numit inconştientul colectiv. Această localizare explică mult din stranietatea lor: ele aduc o viaţă psihică necunoscută, ce ţine de un trecut îndepărtat, în conştiinţa efemeră. Este spiritul strămoşilor noştri necunoscuţi, felul lor de a gândi şi a simţi, felul lor de a trăi experienţa vieţii şi lumii, a zeilor şi oamenilor. Realitatea acestor straturi arhaice este probabil rădăcina credinţei în reîncarnare şi în amintirile unor "existenţe anterioare". Aşa cum corpul omenesc constituie un fel de muzeu al istoriei sale filogenetice, tot aşa şi psihicul. N-avem niciun motiv să presupunem că structura specială a psihicului este singurul lucru de pe lume care nu are o istorie dincolo de manifestările sale individuale. Nici conştiinţei noastre nu i se poate nega o istorie care cuprinde vreo cinci mii de ani. Numai conştiinţa Eului are tot mereu un început nou şi un sfârşit timpuriu. Dar psihicul incoştient nu este doar infinit de vechi, ci are şi posibilitatea să crească într-un viitor la fel de îndepărtat. El formează species humana şi este o parte componentă a ei, la fel ca şi corpul care, deşi ca individ este efemer, din punct de vedere colectiv este de o vârstă incomensurabilă.

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

The participants were twenty-six men engaged in a variety of professional occupations: sixteen engineers, one engineer-physicist, two mathematicians, two architects, one psychologist, one furniture designer, one commercial artist, one sales manager, and one personnel manager. At the time of the study, there were few women in senior scientific positions, and none was found who wished to participate. Nineteen of the subjects had no previous experience with psychedelics. They were selected on the basis of the following criteria: The participant’s occupation required problemsolving ability. The participant was psychologically stable, as determined by a psychiatric interview examination. The participant was motivated to discover, verify, and apply solutions within his current employment. Six groups of four and one group of three met in the evening several days before the session.a The sequence of events to be followed was explained in detail. In this initial meeting, we sought to allay any apprehension and establish rapport and trust among the participants and the staff.

Perhaps the most common device for giving people focus and direction is goal setting, but goals, as often as they are used, have their pros and cons. Sure, if you can convince everybody that profits must increase 20% next quarter or we’re going out of business, people will hurry around looking for ways to hype profits by 20%. When discussing “mission” I assigned Susan a goal of 25% improvement in sales, based on what I calculated was needed to avoid closing the factory and on what I felt her district could reasonably provide. It was not a number pulled from the ether, and I went to some length to explain this to her. Short of any such basis in reality, people will often do the easiest things, such as firing 20% of the workforce, canceling vital R&D programs, or simply not making any payments to suppliers. In other words, they will take achieving the goal as seriously as they feel you were in setting it; they will sense whether you have positioned yourself at the Schwerpunkt. Goals, as we all know, can be motivators. Cypress Semiconductor, a communications-oriented company founded in 1982, used to have a computer that tracked the thousands of self-imposed goals that its people fed into the system. Cypress founder T. J. Rodgers identified this automated goal tending system as the heart of his management style and a big factor in the company’s early success.136 Frankly, I find this philosophy depressing, not to mention a temptation to focus inward: If the boss places great importance on entering and tracking goals, as he obviously does, then that is what the other employees are going to consider important.137 In any case, what’s the big deal about meeting or missing a goal? A goal is an intention at a point in time. It is, to a large extent, an arbitrary target, whether you set it or someone above you assigns it. And we all know that numerical goals can be gamed, like banking (delaying) sales that we could have made this quarter to help us make quota next quarter. Unlike a Schwerpunkt, which gives focus and direction for chaotic and uncertain situations, what does a goal tell you? Just keep your head down and continue plugging away?

Anglos dominated the prisoner population in 1977 and did not lose their plurality until 1988. Meanwhile, absolute numbers grew across the board—with the total number of those incarcerated approximately doubling during each interval. African American prisoners surpassed all other groups in 1988, but by 1995, they had been overtaken by Latinos; however, Black people have the highest rate of incarceration of any racial/ethnic grouping in California, or, for that matter, in the United States (see also Bonczar and Beck 1997). TABLE 4 CDC PRISONER POPULATION BY RACE/ETHNICITY The structure of new laws, intersecting with the structure of the burgeoning relative surplus population, and the state’s concentrated use of criminal laws in the Southland, produced a remarkable racial and ethnic shift in the prison population. Los Angeles is the primary county of commitment. Most prisoners are modestly educated men in the prime of life: 88 percent are between 19 and 44 years old. Less than 45 percent graduated from high school or read at the ninth-grade level; one in four is functionally illiterate. And, finally, the percentage of prisoners who worked six months or longer for the same employer immediately before being taken into custody has declined, from 54.5 percent in 1982 to 44 percent in 2000 (CDC, Characteristics of Population, various years). TABLE 5 CDC COMMITMENTS BY CONTROLLING OFFENSE (%) At the bottom of the first and subsequent waves of new criminal legislation lurked a key contradiction. On the one hand, the political rhetoric, produced and reproduced in the media, concentrated on the need for laws and prisons to control violence. “Crime” and “violence” seemed to be identical. However, as table 5 shows, there was a significant shift in the controlling (or most serious) offenses for those committed to the CDC, from a preponderance of violent offenses in 1980 to nonviolent crimes in 1995. More to the point, the controlling offenses for more than half of 1995’s commitments were nonviolent crimes of illness or of illegal income producing activity: drug use, drug sales, burglary, motor vehicle theft. The outcome of the first two years of California’s broadly written “three strikes” law presents a similar picture: in the period March 1994–January 1996, 15 percent of controlling offenses were violent crimes, 31 percent were drug offenses, and 41 percent were crimes against property (N = 15,839) (Christoper Davis et al. 1996). The relative surplus population comes into focus in these numbers. In 1996, 43 percent of third-strike prisoners were Black, 32.4 percent Latino, and 24.6 percent Anglo. The deliberate intensification of surveillance and arrest in certain areas, combined with novel crimes of status, drops the weight of these numbers into particular places. The chair of the State Task Force on Youth Gang Violence expressed the overlap between presumptions of violence and the exigencies of everyday reproduction when he wrote: “We are talking about well-organized, drug-dealing, dangerously armed and profit-motivated young hoodlums who are engaged in the vicious crimes of murder, rape, robbery, extortion and kidnapping as a means of making a living” (Philibosian 1986: ix; emphasis added).

You don’t have to be the Zig Ziglar of sales to get promoted; in fact, the key to being noticed by most people of authority is just to show up when needed.

Talent is nice to have, perseverance is even better.

There was a product which seemed attractive, expensive, portable, beautiful and simple. Everybody talked about its beauty but they bought it for it's simplicity.

The world needs peak performers like you to set the example of how to accept failures, dust off, and move on with your head held high. Whether you face a business failure, a divorce, a missed opportunity, a lost sale, a fumbled business presentation, or all of the above, own it, learn from it, and envision a successful future.

The author contrasts leadership styles he describes as wholesale and retail. The whole sale leader rallies groups to an overriding vision, and to him individuals are interchangeable. The retail leader knows everyone's details and uses personal touches to motivate.

Our Organization Carrara Car Mart is one of the famous and successful used car yards on the Gold Coast. Our motive to enables us in choosing the best used cars for our valuable customers.

Femeile nu se ceartă când au motive, ci când au chef. Legenda spune că odată, demult, o femeie a avut un motiv real de ceartă, iar atunci cerurile s‑au deschis și au înghițit‑o, cel mai probabil Dumnezeu recunoscând că greșise sexul făpturii sale.Dacă‑i zici unei gagici: — Iubire, vezi că aseară am fost cu o bagaboantă! M‑a costat un milion! o să râdă. — Vai, nebun mai ești!… Vezi să nu faci glume de‑astea când vin ai mei pe la noi! — De ce, o să li se pară că am dat prea mult? ar putea să vină replica ta. O ceartă cu o femeie începe atunci când vrea ea să înceapă, iar ca asta să se întâmple, orice normă de logică, orice fărâmă de argumentație, orice miligram de normalitate trebuie căl‑ cate în picioare, agresate cu bestialitate, lăsate cu borșul la nas

You are the Great Cat, the avenger of the Gods, and the judge of Words, and the president of the sovereign chiefs and the governor of the sacred Circle. You are indeed... the Great Cat." (Inscription on the Royal Tombs at Thebes)

A cat has absolute emotional honesty: human beings, for one reason or another, may hide their feelings, but a cat does not.” (Ernest Hemingway)

Just a simple premise, back in San Diego DUI Lawyer arrested for drunk Style, this time in the direction of DUI and DWI generally unwanted, then little effect of alcohol is considered a leading progressive life. Americans in the second half of the US states, the sin just because the rules and stricter drunk driving laws more quickly hold. In addition, the results of all DUI lawyers in reality very difficult drive under the influence towards an unattainable production, to begin in San Diego that idea. The crime of DUI evaluation Provide always stops short of energy, but in reality because of traffic law enforcement to detect beautiful website, or you attack affects themselves can take to throw noted "checkpoints drinking water.” In some cases, the federal government said, but if you can do it in your own direction. Perhaps many car hit the rear part of the food as a result, the impact is recorded, your visit to show you the direction of your wine. Sometimes, someone reported an unstable support. Testing and observation around the federal government s decision in the same direction, it is not possible because most almost certainly to predict a jump back in their element. One or suspected poisoning at an affordable price set is designed to bring cases, their own rules and objectives, and with violation of traffic rules and the management style of the design more I can do for others the problem of selection that. They probably own the actual direction of their own drug, think about the purpose of the implementation of a user, then the friendly and with respect to speed, self-revealed the reason behind the purple party, appreciate it is also possible to DUI . San Diego right outcome for prison several internal unique opportunity, California expert is passed on to its customers and the code of .08% blood only a small car in California 23 152 (B) to answer good article Content (BAC) Assumption. Some of the inspiration for a special person for a month was necessary direction behind a person s mood, depends on you in the direction 23 § 152, may continue to be withheld because (). But in general, if not more, the sales people and just keep moving to stay DUI by police and they are removed direction or enough I began to feel, "personal involvement" is more than if under strict bail. Own all presentation of their work is to show. It s just maybe you just conditions, it is deposited in jail until eventually show itself may not be able to move allows. Expenses and income are affected by lead you affects costs, which child to leave behind, if not more than 0.08 per cent BAC does. Orientation, under the influence of the value of his research, the car broke into the possibility that some 23 152 have been found still proof (s). This is a normal move, and then the authority to suspend the system 6 is due to the fact that - 10 weeks, including perceived importance. Speaking of the court will have to apply for leave to the invention apparently drunk over in his address. Need him inside, a number of situations, the judge called a good time without alcohol can be. It is a matter, as long as the direction before the costly DUI do not experience a period of several weeks is legal. Worse, if there is only a repeat show that only a lawyer in San Diego drunk orientation. Too many of the legal rights of citizens under such guidelines as privatization and arms, vote. You own run for the benefit of all to make the removal of the time, which likely cost drivers behind the repeat drink. It is strong enough to get to San Diego recommends a good DUI is for that reason that the domestic legal experts. Obviously, the motivation many cases immediately, in simplest terms, is not swallowed. Self re direction is not the same thing, so you really recommended maximum future problem is to apply to yourself. This is a perfect example of the court had been found.

I was my turn to shake my head. No wonder I hadn't seen any bookshelves or DVDs in his bedroom. I shrugged. "Just a literary reference. Just one more thing, Jamie, you're not immortal and you don't sparkle in the sunlight, do you?" I thought Jamie was about to call the doctor back by the look on his face. "No?" "Okay, just checking." I sipped my coffee and read the documents which were full of legalese. They took about fourteen pages to tell me that I couldn't breathe a word of it to anyone or I would suffer dire consequences. It would have been much simpler and saved a tree or two had they simply written, I, the undersigned, will not breathe a word of this to anyone or you will throw me in prison.

Capitalism is not the mere existence of persons or firms producing for sale on the market with the intention of obtaining a profit. Such persons or firms have existed for thousands of years all across the world. Nor is the existence of persons working for wages sufficient as a definition. Wage-labor has also been known for thousands of years. We are in a capitalist system only when the system gives priority to the endless accumulation of capital. Using such a definition, only the modern world-system has been a capitalist system. Endless accumulation is a quite simple concept: it means that people and firms are accumulating capital in order to accumulate still more capital, a process that is continual and endless. If we say that a system “gives priority” to such endless accumulation, it means that there exist structural mechanisms by which those who act with other motivations are penalized in some way, and are eventually eliminated from the social scene, whereas those who act with the appropriate motivations are rewarded and, if successful, enriched.

But when everything is important, no one thing is truly important and efforts, rewards, and motivation suffer.17 Strategy is choice.

most terminations are due to poor hiring processes. It is difficult to correct a hire when the person really doesn’t fit the position. Sometimes we think that all a failing person needs is more training, but the majority of failure is not due to a lack of training. If you start with a “meatball” and train it, all you end up with is a trained “meatball.” Motivated people, suited to the task, will self-train if that is what they need to succeed. Training is certainly necessary, but don’t rely on it to correct a poor hire. In the big picture, salespeople fail because they don’t set achievable goals, they can’t handle failure and are frustrated by it, or they forget that their purpose is to serve the customer. These are the traits you want to qualify in the hiring process, in addition to their motivation level. One way to identify whether an applicant has these traits is to look at the person’s record of past performance, his or her track record of success.

Success stories may be great motivational material for sales seminars, but we are not always successful.

Plan as you go” to respond to the changing needs of your customers but launch your business as soon as possible, with a bias toward action. Nick’s first print sale provided far more motivation than the $50 he received. As soon as possible, find a way to get your first sale. Follow the Seven Steps to Instant Market Testing (or the market before manufacturing method) to gauge the initial response. Use the One-Page Business Plan to outline your business ideas quickly. To avoid overcomplicating things, explain your business with a 140-Character Mission Statement. *I’m

While JFK had made the sale on a political level, he had not yet completed it on an emotional one.

Let me do this my way? Why do you do it this way if it’s not working? It is convenient, and it has a history of ancient glory attached to it? But it’s present, and it’s not working presently. Don’t enlighten me. People are doing it this since the time dead sea was only sick. Imagine - a sword hanging on your neck to change the approach, what will be the first thing that will come to your mind? A prayer that the sword is broken, not –sharp enough or the sword-holder suffers a heart-attack. But you won’t agree to change your approach? No, work is anyway tough and to make it tougher by attempting something I am unused to, is double the work and I can’t do the work of two people. Who are these two people? One is me and my approach & another is you sitting in my head and making me work the way you desire. But I am merely requesting you to change the way you work? It might yield better results. Why should I? This is the way it’s done since the time dead sea was only sick and I don’t wish to insult the tradition.

Adapting to a unique market requires innovation, surviving the market pressures requires good business acumen.

No one is going to walk up to you and hand you a sale.

Putting impact over income puts your income over the top.

When working with buyers, it’s important to keep momentum—once a buyer cools on spending this kind of money, it’s very tough to get them motivated again.

But bridging the gap isn’t as simple as coming down or coming up in price. You have to play to the fears. Remember how we discussed having Walls? And the Wall being our motivation to succeed? Buyers and sellers have the same thing. The seller’s biggest wall is a future in which they have Not Sold. The buyer’s biggest wall is a future in which they have Not Bought. Seems simple, right? I play to those fears in every negotiation. With my seller on 12th Street, I reminded him that the risk of not countering was going on the market and not selling at all.

Still, Frederic Allen and his partners recognized that the markets were changing. Given its Boston roots, Lee Higginson lacked the national networks of Morgan or National City, a leading commercial bank. The firm needed someone to establish stronger connections, first with new companies whose securities would appeal to investors, and then throughout the United States with the investors themselves. Every American already knew Jack Morgan. They were getting to know National City’s chairman, Charles Mitchell, a former electrical goods salesman, who had been encouraging his brokers with sales contests, high commissions, and motivational speeches. Lee Higginson needed someone to join this fray, and to introduce the firm’s name and the companies it discovered to the public. It wouldn’t hurt if this man resembled Fred Astaire

Always Positive Is Not the Most Productive Salespeople have tried numerous ways to address the fact that prospects are motivated differently. One of the most prevalent sales tricks is to try to motivate prospects with “happy gas.” For decades, sellers have been told that attitude is everything, and the more enthusiastic you are, the more excited your prospects will become. You know the drill—flash a big smile and bubble over with energy in an attempt to get prospects excited about your product. Gag me! Especially in this new era of customer skepticism, this fluffy cloud approach to selling is just a facade that causes many salespeople to miss out on some otherwise lucrative opportunities. Even salespeople who are not filled with happy gas still tend to emphasize the positive, pointing out all the wonderful benefits of their product or service, in an attempt to get prospects and customers excited. But as you are about to find out, always positive is not always the most productive approach in Question Based Selling. True professionals are not “always positive.” Instead, they radiate intangible qualities like competence, capability, and expertise by being serious and self-assured. This is very different from the eager salesperson who attempts to communicate value by having a permanent smile plastered on his or her face. Secret #22 Competence, credibility, expertise, and value will outsell over-eagerness every time. I’m not saying that you shouldn’t be proud of your product or excited about a new opportunity. I’m merely suggesting that being super-positive and highly enthusiastic is not the best way to motivate all prospects. And as you’ll see throughout Question Based Selling, being super-positive is not even the best way to motivate most prospects.

The Metaphor That Stuck In 1996, the Summer Olympic Games were held in my home city of Atlanta. As I watched athletes from all over the world perform in their respective events, I remember wondering what motivated them to compete at the highest levels. On the surface, it seemed logical to assume that these world-class athletes were driven by all the positive rewards that would go to the champion—fame, admiration, and of course, the gold medal. After training for most of their lives, who wouldn’t want to experience “the thrill of victory”? But as I watched the games unfold, it became obvious that while some athletes were motivated by positive rewards, many others were trying to avoid “the agony of defeat.” Rather than think about all the accolades that would come from success, some athletes were motivated to run even faster, and jump even higher, because they were trying to avoid an undesirable outcome. Carl Lewis, arguably one of the greatest track and field athletes of all time, and nine-time Olympic gold medalist, was an excellent example of this. After his last event in Atlanta, when he won the gold medal on his final attempt in the long jump, the sportscaster asked, “Mr. Lewis, what were you thinking about just before you jumped?” As it turned out, Carl Lewis wasn’t thinking about medals, money, or having his picture on a box of Wheaties. Instead, he said his primary motivation was that his family was in the stadium and he didn’t want to disappoint them by losing his final Olympic event.

In an effort to help decode these buyer actions, researchers from consumer intelligence firm Motista found specific “emotional motivators” that provide a critical indicator of customers’ potential affinity to a company.2 In fact, these emotional motivators, a proxy for value, were more compelling than any other metric in terms of driving key buying sentiments such as brand awareness and customer satisfaction. While hundreds of emotional motivators were found to drive consumer behavior, the study found ten that drove significant levels of customer value across all of the categories studied. I am inspired by a desire to: Brands can leverage this motivator by helping customers: Stand out from the crowd Project a unique social identity; be seen as special Have confidence in the future Perceive the future as better than the past; have a positive mental picture of what’s to come Enjoy a sense of well-being Feel that life measures up to expectations and that balance has been achieved; seek a stress-free state without conflicts or threats Feel a sense of freedom Act independently, without obligations or restrictions Feel a sense of thrill Experience visceral, overwhelming pleasure and excitement; participate in exciting, fun events Feel a sense of belonging Have an affiliation with people they relate to or aspire to be like; feel part of a group Protect the environment Sustain the belief that the environment is sacred; take action to improve their surroundings Be the person I want to be Fulfill a desire for ongoing self-improvement; live up to their ideal self-image Feel secure Believe that what they have today will be there tomorrow; pursue goals and dreams without worry Succeed in life Feel that they lead meaningful lives; find worth that goes beyond financial or socioeconomic measures

The easiest way to describe how to harness the galvanizing power of why is with a tool I call the belief statement. For example, most of Apple’s product launches in recent years feature slick videos with commentary from Apple designers, engineers, and executives. These videos, while camouflaged as beautiful product showcases, are actually packed with statements not about what the products do but about the design thinking behind them: in essence, the tightly held beliefs with which Apple’s design team operates. We believe our users should be at the center of everything we do. We believe that a piece of technology should be as beautiful as it is functional. We believe that making devices thinner and lighter but more powerful requires innovative problem solving. Belief statements like these are so compelling for two reasons. First, the right corporate or organizational beliefs have the ability to resonate with our personal belief systems and feelings, and move us to action. In fact, the 2018 Edelman Earned Brand study revealed that nearly two out of three people are now belief-driven buyers.4 And as we saw in our discussion of buyers’ emotional motivators in chapter 3, this works even if the beliefs stated are aspirational. For example, if my vision for my future self is someone who weighs a few pounds less and is in better physical shape, a well-timed ad from a health club or fancy kitchen blender evangelizing the benefits of a healthy lifestyle may be enough to rapidly convert me. In the case of Apple, the same phenomenon results in mobs of smitten consumers arriving at stores in droves, braving long lines and paying premium prices, as if to say, “Yes! I do believe I should be at the center of everything you do! Technology should be beautiful! Thinner? Lighter? More powerful? Of course! We share the same vision! We’re both cool!” (Although these actual words are rarely spoken aloud.) The second reason belief statements are so compelling is because they help us manifest the conviction and emotion critical to delivering our message in an authentic way.

ANNE THORNDIKE, A primary care physician at Massachusetts General Hospital in Boston, had a crazy idea. She believed she could improve the eating habits of thousands of hospital staff and visitors without changing their willpower or motivation in the slightest way. In fact, she didn’t plan on talking to them at all. Thorndike and her colleagues designed a six-month study to alter the “choice architecture” of the hospital cafeteria. They started by changing how drinks were arranged in the room. Originally, the refrigerators located next to the cash registers in the cafeteria were filled with only soda. The researchers added water as an option to each one. Additionally, they placed baskets of bottled water next to the food stations throughout the room. Soda was still in the primary refrigerators, but water was now available at all drink locations. Over the next three months, the number of soda sales at the hospital dropped by 11.4 percent. Meanwhile, sales of bottled water increased by 25.8 percent. They made similar adjustments—and saw similar results—with the food in the cafeteria. Nobody had said a word to anyone eating there. BEFORE AFTER FIGURE 8: Here is a representation of what the cafeteria looked like before the environment design changes were made (left) and after (right). The shaded boxes indicate areas where bottled water was available in each instance. Because the amount of water in the environment was increased, behavior shifted naturally and without additional motivation. People often choose products not because of what they are, but because of where they are. If I walk into the kitchen and see a plate of cookies on the counter, I’ll pick up half a dozen and start eating, even if I hadn’t been thinking about them beforehand and didn’t necessarily feel hungry. If the communal table at the office is always filled with doughnuts and bagels, it’s going to be hard not to grab one every now and then. Your habits change depending on the room you are in and the cues in front of you.

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