Schedule Motivation Quotes

You gotta make it a priority to make your priorities a priority.

Do Something! I was sitting on a plane after a long, tiring business trip. I was a bit grouchy and irritable because the rigorous schedule I had made for myself left me exhausted. Looking to not talk to the person next to me and simply endure the flight, I decided to open my newspaper and read about what was happening in the world. As I continued to read, it seemed that everywhere I looked there were stories of injustice, pain, suffering, and people losing hope. Finally, fueled by my tired, irritable state, I became overcome with compassion and frustration for the way things were. I got up and went to the bathroom and broke down. With tears streaming down my face, I helplessly looked to the sky and yelled to God. “God, look at this mess. Look at all this pain and suffering. Look at all this killing and hate. God, how could you let this happen? Why don’t you do something?” Just then, a quiet stillness pacified my heart. A feeling of peace I won’t ever forget engulfed my body. And, as I looked into my own eyes in the mirror, the answer to my own question came back to me… “Steve, stop asking God to do something. God already did something, he gave you life. Now YOU do something!

It's not your schedule that keeps you from praying, it's your failure to realize the importance of prayer.

What if not just women, but both men and women, worked smart, more flexible schedules? What if the workplace itself was more fluid than the rigid and narrow ladder to success of the ideal worker? And what if both men and women became responsible for raising children and managing the home, sharing work, love, and play? Could everyone then live whole lives?

Routine ruins the life, variety vitalise the life.

... In a ROWE* people don't have schedules. They show up when they want. They don't have to be in the office at certain time, or anytime. They just have to get their work done. How they do it ? When they do it ? Where they do it ? It's totally up to them. Meetings & this kind of environments are Optional. What happens ... ? Almost across the board ! - Productivity goes up - Worker Engagement goes up - Worker Satisfaction goes up - Turnovers goes down - Autonomy .. Mastery .. Purpose - these are the building blocks of new way of doing things." ______________________________________________________________ *ROWE: results-only work environment

Many rookie software managers think that they can "motivate" their programmers to work faster by giving them nice, "tight" (unrealistically short) schedules. I think this kind of motivation is brain-dead. When I'm behind schedule, I feel doomed and depressed and unmotivated. When I'm working ahead of schedule, I'm cheerful and productive. The schedule is not the place to play psychological games.

Minutes may seem as worthless as pennies until you add them up. Neither should be wasted.

When we set goals that feel safe and achievable, we are caving in to our own preconceived notions of what we are capable of.

Making these choices [to attend school instead of skipping], as it turned out, wasn't about willpower. I always admired people who “willed” themselves to do something, because I have never felt I was one of them. If sheer will were enough by itself, it would have been enough a long time ago, back on University Avenue, I figured. It wasn't, not for me anyway. Instead, I needed something to motivate me. I needed a few things that I could think about in my moments of weakness that would cause me to throw off the blanket and walk through the front door. More than will, I needed something to inspire me. One thing that helped was a picture I kept in mind, this image that I used over and over whenever I was faced with these daily choices. I pictured a runner running on a racetrack. The image was set in the summertime and the racetrack was a reddish orange, divided in white racing stripes to flag the runners’ columns. Only, the runner in my mental image did not run alongside others; she ran solo, with no one watching her. And she did not run a free and clear track, she ran one that required her to jump numerous hurdles, which made her break into a heavy sweat under the sun. I used this image every time I thought of things that frustrated me: the heavy books, my crazy sleep schedule, the question of where I would sleep and what I would eat. To overcome these issues I pictured my runner bolting down the track, jumping hurdles toward the finish line. Hunger, hurdle. Finding sleep, hurdle, schoolwork, hurdle. If I closed my eyes I could see the runner’s back, the movement of her sinewy muscles, glistening with sweat, bounding over the hurdles, one by one. On mornings when I did not want to get out of bed, I saw another hurdle to leap over. This way, obstacles became a natural part of the course, an indication that I was right where I needed to be, running the track, which was entirely different from letting obstacles make me believe I was off it. On a racing track, why wouldn't there be hurdles? With this picture in mind—using the hurdles to leap forward toward my diploma—I shrugged the blanket off, went through the door, and got myself to school.

Preparation is the pressure valve on a busy schedule.

Reclaim your energy with tiny shifts—pause between tasks, take a midday walk, or unplug before bed. Rest can fit into any schedule.

The second your eyelids squint open and your arm limply hits the snooze, it’s off to the races. Tell yourself, 'I have a fantastic day planned today,' then go out and prove yourself right.

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.

efficiently means providing slots in our schedules where we can maintain an attentional set for an extended period. This allows us to get more done and finish up with more energy. Related to the manager/worker distinction is that the prefrontal cortex contains circuits responsible for telling us whether we’re controlling something or someone else is. When we set up a system, this part of the brain marks it as self-generated. When we step into someone else’s system, the brain marks it that way. This may help explain why it’s easier to stick with an exercise program or diet that someone else sets up: We typically trust them as “experts” more than we trust ourselves. “My trainer told me to do three sets of ten reps at forty pounds—he’s a trainer, he must know what he’s talking about. I can’t design my own workout—what do I know?” It takes Herculean amounts of discipline to overcome the brain’s bias against self-generated motivational systems. Why? Because as with the fundamental attribution error we saw in Chapter 4, we don’t have access to others’ minds, only our own. We are painfully aware of all the fretting and indecision, all the nuances of our internal decision-making process that led us to reach a particular conclusion. (I really need to get serious about exercise.) We don’t have access to that (largely internal) process in others, so we tend to take their certainty as more compelling, in many cases, than our own. (Here’s your program. Do it every day.)

There is a vast difference between being a Christian and being a disciple. The difference is commitment. Motivation and discipline will not ultimately occur through listening to sermons, sitting in a class, participating in a fellowship group, attending a study group in the workplace or being a member of a small group, but rather in the context of highly accountable, relationally transparent, truth-centered, small discipleship units. There are twin prerequisites for following Christ - cost and commitment, neither of which can occur in the anonymity of the masses. Disciples cannot be mass produced. We cannot drop people into a program and see disciples emerge at the end of the production line. It takes time to make disciples. It takes individual personal attention. Discipleship training is not about information transfer, from head to head, but imitation, life to life. You can ultimately learn and develop only by doing. The effectiveness of one's ministry is to be measured by how well it flourishes after one's departure. Discipling is an intentional relationship in which we walk alongside other disciples in order to encourage, equip, and challenge one another in love to grow toward maturity in Christ. This includes equipping the disciple to teach others as well. If there are no explicit, mutually agreed upon commitments, then the group leader is left without any basis to hold people accountable. Without a covenant, all leaders possess is their subjective understanding of what is entailed in the relationship. Every believer or inquirer must be given the opportunity to be invited into a relationship of intimate trust that provides the opportunity to explore and apply God's Word within a setting of relational motivation, and finally, make a sober commitment to a covenant of accountability. Reviewing the covenant is part of the initial invitation to the journey together. It is a sobering moment to examine whether one has the time, the energy and the commitment to do what is necessary to engage in a discipleship relationship. Invest in a relationship with two others for give or take a year. Then multiply. Each person invites two others for the next leg of the journey and does it all again. Same content, different relationships. The invitation to discipleship should be preceded by a period of prayerful discernment. It is vital to have a settled conviction that the Lord is drawing us to those to whom we are issuing this invitation. . If you are going to invest a year or more of your time with two others with the intent of multiplying, whom you invite is of paramount importance. You want to raise the question implicitly: Are you ready to consider serious change in any area of your life? From the outset you are raising the bar and calling a person to step up to it. Do not seek or allow an immediate response to the invitation to join a triad. You want the person to consider the time commitment in light of the larger configuration of life's responsibilities and to make the adjustments in schedule, if necessary, to make this relationship work. Intentionally growing people takes time. Do you want to measure your ministry by the number of sermons preached, worship services designed, homes visited, hospital calls made, counseling sessions held, or the number of self-initiating, reproducing, fully devoted followers of Jesus? When we get to the shore's edge and know that there is a boat there waiting to take us to the other side to be with Jesus, all that will truly matter is the names of family, friends and others who are self initiating, reproducing, fully devoted followers of Jesus because we made it the priority of our lives to walk with them toward maturity in Christ. There is no better eternal investment or legacy to leave behind.

Every game is delayed at least once. Every game developer must make tough compromises. Every company must sweat over which hardware and technology to use. Every studio must build its schedules around big trade shows like E3, where developers will draw motivation (and even feedback) from throngs of excited fans. And, most controversially, everyone who makes video games has to crunch, sacrificing personal lives and family time for a job that seems to never end.

The Goldilocks Rule states that humans experience peak motivation when working on tasks that are right on the edge of their current abilities. The greatest threat to success is not failure but boredom. As habits become routine, they become less interesting and less satisfying. We get bored. Anyone can work hard when they feel motivated. It’s the ability to keep going when work isn’t exciting that makes the difference. Professionals stick to the schedule; amateurs let life get in the way.

By letting the participants create their own follow-ups and time schedule, I’m trying to create a sense of ownership in them. This principle is known as the “IKEA Effect,” named for the home furnishings retailer whose products are notoriously difficult to assemble. The IKEA Effect states that by forcing consumers to play an active role in the assembly of their dresser or bookshelf, they will value the product more highly than if it were assembled in store.11 In a similar fashion, by creating their own deadlines, employees will be more motivated to meet them.

Or, suppose you want to motivate your managers to ship products on time, so you conspicuously promote each manager whose product goes out the door on schedule. All goes as planned until the situation arises in which one of your managers has a project where the testers are reporting numerous problems. Because managers who have shipped products on time have been promoted, this manager thinks, I want that promotion so I need to ship this on time, but those bug reports are getting in the way. I know what I'll do! I'll put the testers on another project until the developers have a chance to catch up.

Ergoloid mesylates (Hydergine) Developed by Albert Hofmann and marketed without FDA approval as a neuroprotective “smart drug,” ergoloid mesylates is reportedly comparable at standard doses to microdoses of LSD. It’s only available on prescription in most Western countries, but you may be able to buy it online elsewhere. 2C-B-FLY Active even at sub-milligram doses, the effects of 2C-B-FLY have been likened to mescaline and MDA (MDMA’s more potent, more psychedelic predecessor). Microdoses of less than 100 μg (0.1 mg) may enhance motivation, empathy, creativity, and philosophical or abstract thinking. 2C-B-FLY is unscheduled in the U.S. but may be considered an illegal analog of 2C-B. In Canada, it’s a Schedule III substance. In any case, it’s widely available online.

A sudden yowl from up ahead had them all starting. A small tree smoked on one side, the faint glow of fire darting from a burning patch of dead foliage. The yowl came again. Matt hurried over and peered up the tree to see a calico cat, its green eyes staring down, as if in accusation. "No," Reyna said, stopping beside him. "We are not rescuing the cat." "But the tree -" "- is on fire. I see that. Have you ever owned a cat? If they can go up, they can come down. Guaranteed." Matt eyed the feline. It eyed him back, then yowled, as if to say Well, hurry it up. "It might be too scared to come down," he said. "It's a cat," Reyna said. "They don't get scared - just annoyed, which I'm going to get if you insist on playing hero and rescuing that faker." She scowled at the cat. "Yes, I mean you. Faker." The cat sniffed, then turned to Matt, clearly sensing the softer touch. Owen stepped forward. "If you'll feel better rescuing the cat, Matt, then go ahead. We aren't on a tight schedule." Reyna waved her arms around the smoking street. "Um, Ragnarök?" "And the longer you two bicker ..." "Fine," Reyna said. "I've got this." Before Matt could protest, she walked to the base of the tree, grabbed the lowest branch, and swung up. "Rodeo girl, remember? Also, five years of gymnastics, which my mother thought would make me more graceful and feminine. Her mistake." She shimmied along a branch. "Come on, faker. I'm your designated hero for today." She looked down at Matt. "And if you ever tell anyone I rescued a cat from a tree ..." Before Matt could answer, the cat sprang to the ground. "Arggh!" Reyna said. "You scared him out," Matt said. "He just needed the extra motivation. No, wait. It's a she. Calicos are almost always female." "Are they? Huh." Reyna swung out. The cat sat on the ground below, watching. "See?" Matt said. "She's grateful." "She's gloating. Let's go.

ON THE MODUS OPERANDI OF OUR CURRENT PRESIDENT, DONALD J. TRUMP "According to a new ABC/Washington Post poll, President Trump’s disapproval rating has hit a new high." The President's response to this news was "“I don’t do it for the polls. Honestly — people won’t necessarily agree with this — I do nothing for the polls,” the president told reporters on Wednesday. “I do it to do what’s right. I’m here for an extended period of time. I’m here for a period that’s a very important period of time. And we are straightening out this country.” - Both Quotes Taken From Aol News - August 31, 2018 In The United States, as in other Republics, the two main categories of Presidential motivation for their assigned tasks are #1: Self Interest in seeking to attain and to hold on to political power for their own sakes, regarding the welfare of This Republic to be of secondary importance. #2: Seeking to attain and to hold on to the power of that same office for the selfless sake of this Republic's welfare, irregardless of their personal interest, and in the best of cases going against their personal interests to do what is best for this Republic even if it means making profound and extreme personal sacrifices. Abraham Lincoln understood this last mentioned motivation and gave his life for it. The primary information any political scientist needs to ascertain regarding the diagnosis of a particular President's modus operandi is to first take an insightful and detailed look at the individual's past. The litmus test always being what would he or she be willing to sacrifice for the Nation. In the case of our current President, Donald John Trump, he abandoned a life of liberal luxury linked to self imposed limited responsibilities for an intensely grueling, veritably non stop two year nightmare of criss crossing this immense Country's varied terrain, both literally and socially when he could have easily maintained his life of liberal leisure. While my assertion that his personal choice was, in my view, sacrificially done for the sake of a great power in a state of rapid decline can be contradicted by saying it was motivated by selfish reasons, all evidence points to the contrary. For knowing the human condition, fraught with a plentitude of weaknesses, for a man in the end portion of his lifetime to sacrifice an easy life for a hard working incessant schedule of thankless tasks it is entirely doubtful that this choice was made devoid of a special and even exalted inspiration to do so. And while the right motivations are pivotal to a President's success, what is also obviously needed are generic and specific political, military and ministerial skills which must be naturally endowed by Our Creator upon the particular President elected for the purposes of advancing a Nation's general well being for one and all. If one looks at the latest National statistics since President Trump took office, (such as our rising GNP, the booming market, the dramatically shrinking unemployment rate, and the overall positive emotive strains in regards to our Nation's future, on both the left and the right) one can make definitive objective conclusions pertaining to the exceptionally noble character and efficiency of the current resident at 1600 Pennsylvania Avenue. And if one can drown out the constant communicative assaults on our current Commander In Chief, and especially if one can honestly assess the remarkable lack of substantial mistakes made by the current President, all of these factors point to a leader who is impressively strong, morally and in other imperative ways. And at the most propitious time. For the main reason that so many people in our Republic palpably despise our current President is that his political and especially his social agenda directly threatens their licentious way of life. - John Lars Zwerenz

Top 10 ideas from No More Meltdowns: 1. Each day for several months, have your child imagine the sensations of anger and rehearse the calming strategy, such as: holding a squeeze ball, counting to 10, taking deep breaths, taking a walk and swinging on the swing set. He will be able to do the calming strategy without too much conscious effort (42) 2. Create a schedule of routines that involves visual reminders of their schedule to provide comfort in understanding what to expect next (40) 3. Praise their effort when they are working on a project or attempting a new activity. Those concentrating on their ability get frustrated more easily. In contrast, those attending their level of effort respond to frustration with more motivation and positive feelings. Praise their continued efforts rather than simply praise their current ability (28) 4. Avoid meltdowns by anticipating and preparing for triggering events. Use the Prevention Plan Form (20, 147) 5. Self-calming strategies: Getting a hug, swinging on the swing set, taking a walk, taking deep breaths, counting to 10, holding a favorite toy (a pup) and a squeeze ball. (42) When using humor, ask “Is it okay if I try to make you laugh to get your mind off of this?”(39) 6. Creating rules and consequences is an important starting point. Without rules and consequences, our lives would be chaotic (5) 7. Gradually expose your child to new foods by asking him first to just look at the foods. Next, ask him to smell them, taste them and eventually eat a small piece. Begin with sweet items (even candy) to allow your child to be open to trying new things. Exercise just prior to trying a new food can increase appetite (77, 78, 80) 8. A child’s passion can be the most effective distraction. Suggestions: Getting hugs, stuffed animals, favorite toys, books and looking out the window (38) 9. Give your child a sticker for each night he sleeps in his own bed. Most importantly, praise him so that he can take pride in his independence (143) 10. Set a time to do homework soon after school, before he gets too tired, and right after as snack, so he’s not hungry. Break down the homework into small steps and ask him to do one tiny part of it. Once started, he will likely be willing to do other parts as well (70) When children feel accepted and appreciated by us, they are more likely to listen to us (9)

Dagny, everybody knows it. Everybody knows how train schedules have been run in the past three weeks, and why some districts and some shippers get transportation, while others don’t. What we’re not supposed to do is say that we know it. We’re supposed to pretend to believe that ‘public welfare’ is the only reason for any decision—and that the public welfare of the city of New York requires the immediate delivery of a large quantity of grapefruit.” He paused, then added, “The Director of Unification is sole judge of the public welfare and has sole authority over the allocation of any motive power and rolling stock on any railroad anywhere in the United States.

Now more than ever, technology supports us in finding ways to keep in touch regardless of how busy our schedules may become.

With too many children an organized schedule is needed Needed to have a private time with each child Each child needs quality time with his mother or father Father knows how to organize his busy schedule Schedule is scheduled. Parents and children should be flexible Flexible toward variables, incidents, and true Parents Parents Exist

Speak up when you feel tired. Guard your mental health. Tell someone that you'd like a pause in your daily schedule.

When we first wake up our minds are clear, which makes this the opportune time to direct our focus inwards, to organize our thoughts and to set our daily intentions through a few moments of meditation. Our duties and obligations have not yet begun to crowd our schedule, and the clarity of the dawn creates an open, undistracted mental space.

GODMAN QUOTES 19 ***Important adage*** Attach to your life where it has loophole and defend it where it has a weakness. It was in the beginning that all began and in the end all will stop to exist. All that began with the beginning will stop with the end. When it ceases to stop eternity is born. Schedule a time for measurable allocation of your resources in a place where it yields interest. Be a driver to your own destiny and lease a pilot that flies in your time…life may not pay twice. Break your odds in a world full of guts. Sentimental is detrimental, put action rather than words. There is no calamity in trial when it becomes much often temptation reoccurs. Tales are tails when tells are tall.

David McClelland and his colleagues offer the hypothesis that nonconscious motives are rooted in early infancy, whereas conscious, self-attributed motives result from more explicit, parental teachings. To test this idea, McClelland and his colleagues interviewed a sample of adults in their early thirties, measuring both their nonconscious motives (i.e., their responses to TAT pictures) and their conscious, explicit motives (their responses on a self-report questionnaire). The fascinating thing about this study is that the participants’ mothers had been interviewed twenty-five years earlier about their childrearing practices, allowing the researchers to test the extent to which people’s implicit and explicit motives, as adults, were related to the childrearing practices of their mothers twenty-five years earlier. There was some evidence that early, prelingual childrearing experiences were correlated with implicit but not explicit motives. For example, the extent to which mothers used scheduled feedings correlated with the implicit but not explicit need for achievement in the adult sample, and the extent to which the mothers were unresponsive to their infants’ crying was correlated with the implicit but not explicit need for affiliation. Postlingual childhood experiences were more likely to correlate with explicit than with implicit motives. For example, the extent to which children were taught not to fight back when provoked was correlated with the explicit but not implicit need for affiliation, and the children of parents who set explicit tasks for them to learn were more likely to have an explicit but not implicit need for achievement.28 The nonconscious and conscious selves thus seem to be influenced by one’s cultural and social environment, but in different ways. The kinds of early affective experiences that shape a child’s adaptive unconscious surely have a cultural basis, given that childrearing practices differ markedly from culture to culture. The conscious theories people develop about themselves also are shaped by the cultural and social environment.

Dealing with an Upholder Child In most ways, the parents of Upholder children have an easy time. Upholder children want to understand and meet expectations, and they’re self-motivated. Parents don’t have to be involved in many homework battles or remind a child to feed a fish. An Upholder child will practice the piano without many reminders, plan ahead to pack the right soccer equipment, and keep track of the school schedule. Parents enjoy this aspect of Upholderness, but they may get frustrated when a child can’t turn off the Upholder Tendency. From time to time, they want the child to loosen up or let go of expectations. Not likely. The Upholder child may go nuts if he can’t do the thirty minutes of reading that he’s supposed to do before bed or if she arrives five minutes late for school.

We know and believe in our hearts that children become more engaged, motivated, and successful when they have choice over what they read, what they write, and the order in which they schedule their days. Nevertheless we have found it hard to give up being in control of their literacy choices. Then we think about our own need for choice. We realize we have much in common with our children. There are days when we come to school ready to settle in and get right down to business. Other days, working alone doesn't seem as enticing, so we collaborate with our teaching partners. Our needs tend to dictate how we organize our time and activities. If a quiet morning of preparation is interrupted by a staff meeting, our minds and bodies resist. We are motivated, engaged, and productive when we are in control of our schedules. We know the expectations of our jobs and want to be trusted to choose the order of our daily schedules and the approaches we take to meeting them. Why should our children feel any differently?

There is no social stigma attached to the frenzy, no peer motivation to slow us down. Rather it is the opposite; busy is popular currency, traded among members of modern society like a precious commodity. Busy is the silkiest cloth at the emporium, the most well-travelled spice. Living with a full schedule speedily typed into a pinging, vibrating device is a highly valued state of being. And, as with any addiction, it becomes self-perpetuating. We feel a rush from being in a rush; we take pride in the breakneck pace at which we travel through our days.

The key is not to prioritize what's on your schedule, but to schedule your priorities.

Step 3: Adopt Anti-Procrastination Strategies Procrastination is a habit – a deeply ingrained pattern of behavior. That means that you won’t just break it overnight. Habits only stop being habits when you have persistently stopped practicing them, so use as many approaches as possible to maximize your chances of beating them. Some tips will work better for some people than for others, and for some tasks than others. And, sometimes, you may simply need to try a fresh approach to beat the “procrastination peril”! These general tips will help motivate you to get moving: Make up your own rewards. For example, promise yourself a piece of tasty flapjack at lunchtime if you've completed a certain task. And make sure you notice how good it feels to finish things! Ask someone else to check up on you. Peer pressure works! This is the principle behind slimming and other self-help groups, and it is widely recognized as a highly effective approach. Identify the unpleasant consequences of NOT doing the task. Work out the cost of your time to your employer. As your employers are paying you to do the things that they think are important, you're not delivering value for money if you're not doing those things. Shame yourself into getting going! Aim to “eat an elephant beetle” first thing, every day! If you're procrastinating because you're disorganized, here's how to get organized! Keep to do list so that you can’t “conveniently” forget about unpleasant or overwhelming tasks. Prioritize your To-Do List so that you cannot try to kid yourself that it would be acceptable to put off doing something on the grounds that it is unimportant, or that you have many urgent things which ought to be done first when, in reality, you're procrastinating. Become a master scheduling project planning, so that you know when to start those all-important projects. Set yourself time-bound goals  : that way, you’ll have no time for procrastination! Focus on one task at a time

Thirteen Reasons I Don’t Go to Sporting Events Anymore 1. Every time I went, they asked me for money. 2. The people sitting in my row didn’t seem very friendly. 3. The seats were very hard. 4. The coach never came to visit me. 5. The referees made a decision I didn’t agree with. 6. I was sitting with hypocrites—they only came to see what others were wearing! 7. Some games went into overtime, and I was late getting home. 8. The marching band played some songs I had never heard before. 9. The games are scheduled on my only day to sleep in and run errands. 10. My parents took me to too many games when I was growing up. 11. Since I read a book on sports, I feel that I know more than the coaches anyway. 12. I don’t want to take my children because I want them to choose for themselves what sport they like best. 13. I can play sports anywhere, I don’t need to go to a stadium. Do these reasons sound familiar? Have you lost your passion for local church ministry? Are you treating Jesus’ bride like a social club or an extra-curricular activity?

Punctuality Plus. When you have scheduled an appointment, or have made a commitment, you have essentially made a promise. Being punctual demonstrates your consideration for others and that you can be depended upon.

The Service Mindset. When I began my real estate career at the age of twenty-two, I had a fresh Bachelor’s Degree in Marketing in one hand and ‘a tiger by the tail’ in the other. I was on a mission to be successful in life and in business and make a lot of money in the process. Every goal I set was about Me. Me. Me! I was driven by: How much money could I make? Which property listings paid the biggest commissions? How many calls did I need to make to schedule new appointments? How many listings did I need to have to hit my target? You can see where I am going with this! Working full-time, nights and weekends, seven days a week, I only made eleven thousand dollars in the first year! I was tired, disillusioned, and knew that I had to either change careers or massively shift my mindset. I chose the latter. I took ALL focus off me and re-directed my time, energy, and resources to serving my clients. Their hopes, needs, and desires became my primary focus. How could I help solve their problems?

The Service Mindset. When I began my real estate career at the age of twenty-two, I had a fresh Bachelor’s Degree in Marketing in one hand and ‘a tiger by the tail’ in the other. I was on a mission to be successful in life and in business and make a lot of money in the process. Every goal I set was about Me. Me. Me! I was driven by: How much money could I make? Which property listings paid the biggest commissions? How many calls did I need to make to schedule new appointments? How many listings did I need to have to hit my target? You can see where I am going with this! Working full-time, nights and weekends, seven days a week, I only made eleven thousand dollars in the first year! I was tired, disillusioned, and knew that I had to either change careers or massively shift my mindset. I chose the latter. I took ALL focus off me and re-directed my time, energy, and resources to serving my clients. Their hopes, needs, and desires became my primary focus. How could I help solve their problems? And then EVERYTHING began to turn around . . .

When you have scheduled an appointment, or have made a commitment, you have essentially made a promise. Keep your promises. Being punctual demonstrates your consideration for others and that you can be depended upon.

Organizer—Using work breakdown, estimating, and scheduling techniques, determines the complete work effort for the project, the proper sequence of the work activities, when the work will be accomplished, who will do the work, and how much the work will cost. • Point Man—Serves as the central point-of-contact for all oral and written project communications. • Quartermaster—Ensures the project has the resources, materials, and facilities its needs when it needs it. • Facilitator—Ensures that stakeholders and team members who come from different perspectives understand each other and work together to accomplish the project goals. • Persuader—Gains agreement from the stakeholders on project definition, success criteria, and approach; manages stakeholder expectations throughout the project while managing the competing demands of time, cost, and quality; and gains agreement on resource decisions and issue resolution action steps. • Problem Solver—Utilizes root-cause analysis process experience, prior project experiences, and technical knowledge to resolve unforeseen technical issues and to take any necessary corrective actions. • Umbrella—Works to shield the project team from the politics and “noise” surrounding the project, so they can stay focused and productive. • Coach—Determines and communicates the role each team member plays and the importance of that role to the project success, finds ways to motivate each team member, looks for ways to improve the skills of each team member, and provides constructive and timely feedback on individual performances. • Bulldog—Performs the follow-up to ensure that commitments are maintained, issues are resolved, and action items are completed. • Librarian—Manages all information, communications, and documentation involved in the project.

tips on staying motivated daily: read for an hour a day (business or personal development books) watch YouTube videos on network marketing and motivation listen to business and network marketing podcasts work out and eat healthy have a daily routine and schedule and stay consistent set goals and do the work make a to do list every night before bed read positive affirmations in the mirror create a vision board put a note or picture of the lifestyle you want to live on your laptop

Nir elaborates in this post: TriggerThe trigger is the actuator of a behavior — the spark plug in the engine. Triggers come in two types: external and internal. Habit-forming technologies start by alerting users with external triggers like an email, a link on a web site, or the app icon on a phone. ActionAfter the trigger comes the intended action. Here, companies leverage two pulleys of human behavior – motivation and ability. This phase of the Hook draws upon the art and science of usability design to ensure that the user acts the way the designer intends. Variable RewardVariable schedules of reward are one of the most powerful tools that companies use to hook users. Research shows that levels of dopamine surge when the brain is expecting a reward. Introducing variability multiplies the effect, creating a frenzied hunting state, activating the parts associated with wanting and desire. Although classic examples include slot machines and lotteries, variable rewards are prevalent in habit-forming technologies as well. InvestmentThe last phase of the Hook is where the user is asked to do bit of work. The investment implies an action that improves the service for the next go-around. Inviting friends, stating preferences, building virtual assets, and learning to use new features are all commitments that improve the service for the user. These investments can be leveraged to make the trigger more engaging, the action easier, and the reward more exciting with every pass through the Hook. We’ve found this model (and the accompanying book) to be a great starting point for a customer acquisition and retention strategy.

Men have a built-in drive to succeed. The waffle boxes in which a man is most likely to succeed are the boxes he will spend the most time in. When a man knows he can do something well—that’s where he’ll expend his energies. Other boxes—the ones in which he’s less successful—are the ones where he’ll spend the least time and energy. A man who is highly productive at work will enjoy going to work and may even spend too much time there. A man who is adept at athletic competition wants all of it he can fit into his schedule. A man who reads well and thinks clearly is naturally motivated to extend his education. A man who is skilled at making things with his hands will always have a project going. Unfortunately, this drive to succeed has a dark side. If a man figures out he’s very good at unproductive things, he will be just as attracted to them as he is to his positive pursuits. A man who realizes he’s good at being lazy will fill his schedule with idleness. A man who constantly hears from others that he’s an underachiever will commit himself to underachieve for the rest of his life. If crudeness comes easily and

I have argued elsewhere that DWYL is an essentially narcissistic schema, facilitating willful ignorance of working conditions of others by encouraging continuous self-gratification. I have also argued that DWYL exposes its adherents to exploitation, justifying unpaid or underpaid work by throwing workers’ motivations back at them; when passion becomes the socially accepted motivation for working, talk of wages or reasonable scheduling becomes crass. This book examines the many expectations about what work can provide under the DWYL creed, and the sacrifices that workers make in order to meet those expectations.

Your schedule predicts your miracle or not!

Own your growth and your schedule!

Results-only work environment (ROWE): The brainchild of two American consultants, a ROWE is a workplace in which employees don’t have schedules. They don’t have to be in the office at a certain time or any time. They just have to get their work done.

The structure of a 'writing schedule' is only there as a frame. You provide the image, the emotion, and the sentiment in your own time.

Chapter Summary The Goldilocks Rule states that humans experience peak motivation when working on tasks that are right on the edge of their current abilities. The greatest threat to success is not failure but boredom. As habits become routine, they become less interesting and less satisfying. We get bored. Anyone can work hard when they feel motivated. It’s the ability to keep going when work isn’t exciting that makes the difference. Professionals stick to the schedule; amateurs let life get in the way.

SUMMARY: UPHOLDER LIKELY STRENGTHS: Self-starter Self-motivated Conscientious Reliable Thorough Sticks to a schedule Eager to understand and meet expectations

Reducing batch sizes reduces cycle times and variability in flow, accelerates feedback, reduces risk and overhead, improves efficiency, increases motivation and urgency, and reduces costs and schedule growth

I wonder sometimes if the price of my heightened resistance to loneliness might be higher than I realize. I'm in the phase of life when there are a lot of weddings, a lot of first babies, when, to many, the absence of those things appears troublesome, even pitiable. People like to say you have to be happy alone before you can be happy with someone else, but that doesn't seem true. I know plenty of people who hated being along and whose happiness in finding a partner was magnified by relief. Their dislike, sometimes even horror, of being alone primed them for love, motivated them to commit. But if you're actually happy alone, if you accomplished that mythical prerequisite for love, you will probably also have rendered love less necessary, made yourself less amenable to accommodating someone else's needs and schedule and foibles. You run the risk of becoming set in your ways, of being unable not to feel smothered.

key roles played by the project manager: Planner—Ensures that the project is defined properly and completely for success, all stakeholders are engaged, work effort approach is determined, required resources are available when needed, and processes are in place to properly execute and control the project. Organizer—Using work breakdown, estimating, and scheduling techniques, determines the complete work effort for the project, the proper sequence of the work activities, when the work will be accomplished, who will do the work, and how much the work will cost. Point Person—Serves as the central point of contact for all oral and written project communications. Quartermaster—Ensures the project has the resources, materials, and facilities it needs when it needs it. Facilitator—Ensures that stakeholders and team members who come from different perspectives understand each other and work together to accomplish the project goals. Persuader—Gains agreement from the stakeholders on project definition, success criteria, and approach; manages stakeholder expectations throughout the project while managing the competing demands of time, cost, and quality; and gains agreement on resource decisions and issue resolution action steps. Problem Solver—Utilizes root-cause analysis process experience, prior project experience, and technical knowledge to resolve unforeseen technical issues and take any necessary corrective actions. Umbrella—Works to shield the project team from the politics and “noise” surrounding the project, so they can stay focused and productive. Coach—Determines and communicates the role each team member plays and the importance of that role to the project’s success, finds ways to motivate each team member, looks for ways to improve the skills of each team member, and provides constructive and timely feedback on individual performances. Bulldog—Performs the follow-up to ensure that commitments are maintained, issues are resolved, and action items are completed. Librarian—Manages all information, communications, and documentation involved in the project.

M is for measurable–As you work on achieving the goal, you must track or measure your progress or lack thereof (more on this later). This shows where you are along the way and keeps you motivated as you draw nearer to the goal. A is for achievable–Is the goal you’ve set for yourself achievable? How? Is it realistic? Notice, I didn’t say how easy. You want to stretch yourself, but not to the point of wanting to give up. R is for relevant–Is the goal relevant to your personal growth and what you’re trying to achieve? T is for timely–Establish a time frame you believe would be realistic based on your schedule for accomplishing the goal. Every goal needs a deadline to keep you motivated as you move forward. Keep in mind, when selecting goals, you may find that a larger goal will include smaller goals that help you reach the larger one. Breaking goals down, where possible, into smaller achievable “bites” make the most overwhelming goals more attainable.

Going to college without putting your heart into it is like setting the microwave for thirty minutes and forgetting to put food in—you use all the same energy with none of the results.

If your mid-semester crisis keeps you awake at night because you don’t think you’re good enough, just know that you are. You tried your best, and that’s all your dean expects of you. If you’re not perfect from the start, that’s okay. You have four years to get it right!

I wonder sometimes if the price of my heightened resistance to loneliness might be higher than I realize. I’m in the phase of life when there are a lot of weddings, a lot of first babies, when, to many, the absence of those things appears troublesome, even pitiable. People like to say you have to be happy alone before you can be happy with someone else, but that doesn’t seem true. I know plenty of people who hated being alone and whose happiness in finding a partner was magnified by relief. Their dislike, sometimes even horror, of being alone primed them for love, motivated them to commit. But if you’re actually happy alone, if you’ve accomplished that mythical prerequisite for love, you will probably also have rendered love less necessary, made yourself less amenable to accommodating someone’s needs and schedule and foibles. You run the risk of becoming set in your ways, of being unable not to feel smothered. An acupuncturist, feeling my pulse, said he could tell I was an armored person. I asked my mom later if she thought I was armored, and she laughed like, duh. Would I be able to tell the difference between contentment and armor? It seems like one should be light and the other heavy, but you can get used to weight, not even notice it after a while.

After Google, I find myself impatient with the way the world works. Why is it so hard to schedule a recording on my DVR? Why aren't all the signal lights synched to keep traffic flowing at optimum speed? Why, if I punch in my account number when I call customer service, do I have to give it to them again when I get a live person? These are all solvable problems. Smart people, motivated to make things better, can do almost anything. I feel lucky to have seen firsthand just how true that is.

regression line will have larger standard deviations and, hence, larger standard errors. The computer calculates the slope, intercept, standard error of the slope, and the level at which the slope is statistically significant. Key Point The significance of the slope tests the relationship. Consider the following example. A management analyst with the Department of Defense wishes to evaluate the impact of teamwork on the productivity of naval shipyard repair facilities. Although all shipyards are required to use teamwork management strategies, these strategies are assumed to vary in practice. Coincidentally, a recently implemented employee survey asked about the perceived use and effectiveness of teamwork. These items have been aggregated into a single index variable that measures teamwork. Employees were also asked questions about perceived performance, as measured by productivity, customer orientation, planning and scheduling, and employee motivation. These items were combined into an index measure of work productivity. Both index measures are continuous variables. The analyst wants to know whether a relationship exists between perceived productivity and teamwork. Table 14.1 shows the computer output obtained from a simple regression. The slope, b, is 0.223; the slope coefficient of teamwork is positive; and the slope is significant at the 1 percent level. Thus, perceptions of teamwork are positively associated with productivity. The t-test statistic, 5.053, is calculated as 0.223/0.044 (rounding errors explain the difference from the printed value of t). Other statistics shown in Table 14.1 are discussed below. The appropriate notation for this relationship is shown below. Either the t-test statistic or the standard error should be shown in parentheses, directly below the regression coefficient; analysts should state which statistic is shown. Here, we show the t-test statistic:3 The level of significance of the regression coefficient is indicated with asterisks, which conforms to the p-value legend that should also be shown. Typically, two asterisks are used to indicate a 1 percent level of significance, one asterisk for a 5 percent level of significance, and no asterisk for coefficients that are insignificant.4 Table 14.1 Simple Regression Output Note: SEE = standard error of the estimate; SE = standard error; Sig. = significance.

We ask so much of our cats. We leave them alone all day with nothing to do, thrust unwanted companions on them, lay down ever-changing rules and force them to adjust their schedules to coincide with our more convenient ones. We don't walk them and then insist they a litter box that often falls way below their standard of cleanliness. We're positive that the motivation behind their furniture scratching is willful destruction, because there's a scratching post somewhere in the house -- oh yeah, it's in the laundry room (so what if that's also where the dog sleeps). We spank our cats and then don't understand why they're defensive. We yell at them and then act surprised when they no longer want to be around us. We rub their noses in their messes because somebody somewhere told us that's the way to train a pet. We punish our cats when we come home from work at night for something they did earlier in the day -- it doesn't matter that the cat is now peacefully sleeping in his bed -- he'll *know* why he's being yelled at. We play with our cats when it's convenient but push them away if they playfully bat at the newspaper we're trying to read. We treat our cats as children, adults, friends, enemies, confidants, even dogs -- but not often enough as *cats*. Finally, we think our cats should *know better*, when in reality, *we're* the ones who should.

If indeed we had that chance, we fumbled it. We never lived up to any of our lofty goals. Chief among our missteps was failing to conceive of our software as a single product instead of as a set of separate projects. We never figured out how to integrate the pieces. Nothing worked smoothly. Our software update feature was riddled with bugs that often broke programs while trying to update them. Our code to connect Nautilus to our cloud services didn’t work at all. The Nautilus team had persistent problems coordinating with GNOME—the loose structure and lack of profit motive of the free software community meant that they did not share our money-making goals or care to coordinate with us so we could meet our delivery schedules. All these setbacks caused delay after delay.

the school leadership team should specifically: • Build consensus for the school’s mission of collective responsibility • Create a master schedule that provides sufficient time for team collaboration, core instruction, supplemental interventions, and intensive interventions • Coordinate schoolwide human resources to best support core instruction and interventions, including the site counselor, psychologist, speech and language pathologist, special education teacher, librarian, health services, subject specialists, instructional aides, and other classified staff • Allocate the school’s fiscal resources to best support core instruction and interventions, including school categorical funding • Assist with articulating essential learning outcomes across grade levels and subjects • Lead the school’s universal screening efforts to identify students in need of Tier 3 intensive interventions before they fail • Lead the school’s efforts at Tier 1 for schoolwide behavior expectations, including attendance policies and awards and recognitions (the team may create a separate behavior team to oversee these behavioral policies) • Ensure that all students have access to grade-level core instruction • Ensure that sufficient, effective resources are available to provide Tier 2 interventions for students in need of supplemental support in motivation, attendance, and behavior • Ensure that sufficient, effective resources are available to provide Tier 3 interventions for students in need of intensive support in the universal skills of reading, writing, number sense, English language, motivation, attendance, and behavior • Continually monitor schoolwide evidence of student learning

The doubts only motivated Deisseroth. “I felt a sort of personal need to see what was possible,” he says. Malenka told me that this understates the case considerably: “There’s this drive of, like, ‘You think I’m wrong about this, motherfucker? I’m going to show you I was right.’ ” Deisseroth began working furiously. “He was getting up at 4 or 5 A.M. and going to bed at one or two,” Monje says. He kept up this schedule for five years, until optogenetic experiments began working smoothly. “There are people who don’t need as much sleep,” Monje says. “Karl is not one of those people. He’s just that driven.

...it was only natural that this mutual connection between sea and observer be forged: they were kindred spirits. The same, however, could not be done with the implacable moon: that imperious stalwart, which agitated the currents and spurned its beholder. This aloof satellite was formidable, yet neurotic, and so in spite of its ferocity, its movements were simple to predict, thereby granting this fearsome creature a veil of placidity. Its magnitude of torque was easily outmatched by that forceful heave of fear portending any misalignment with its anticipated schedule of phases. It cycled through these on time and without hesitation, experiencing, all the while, a wide array of emotions in response to the dissatisfied countenance of the Master it served. And yet, these changes in mood remained prosaic and careful, dutiful to its Patron; thusly, betraying nothing of its own resentments or intentionality either to its dismissed observer or to its demanding Patron, divulging nothing even of the influence which it potentially wielded over the Patron Planet, but which, in its lunar insecurity, never reached full expression save for the idle touslings of liquid fur. Perhaps it was diffident or bashful—otherwise, it was simple and had little prevailing ambition. Its motives were immaterial, in fact, for its aspirations were easily eclipsed and often countermanded and so one could not help but anticipate in its withered mien a certain resignation, a retreat to introspection away from the gazes of those who mistook its surrender to deterministic forces as a duty held most solemn. To be sure, it was a specter oft-romanticized by dullard poets and priests who admired it for its calming reserve, its gentle wisdom in juxtaposition with the histrionic impatience of the sea: like a tired guardian and a screaming toddler with primacy afforded counterintuitively to the guardian. What mattered more, in fact, was the subject of its influence: the willful and disobedient medium which spurned that hands that molded it. The moldings were more like jostles really and for a time they felt just and reasonable, but soon they came to confine and until verily there was no movement available that was not otherwise preordained by the will of the master. The accursed moon!

Is there a small habit that can support a major habit?” (For example, packing your exercise clothes in the morning so they’ll be ready for the gym in the evening.) “Do I often end the day frustrated because I didn’t complete the most important tasks?” (Identify the most important tasks for the next day and then schedule them into your calendar.) “What quick activities make me feel inspired or happy?” (For example, watching a short motivational video each morning.) “What five goals are the most important to me right now?” (What can you do daily to support all five of these goals?) “What are the activities that I love to do?” (Think of tasks that can support hobbies, like running, knitting, traveling, or reading.) “What areas of my financial life do I need to improve?” (If you’re in debt, then address this first. But if you have money in the bank, then you should build a habit that focuses on building up your investment portfolio.) “Can I improve the quality of my interpersonal relationships?” (Think about your interactions with your parents, children, significant other, and closest friends. Is there anything you can do daily to make these interactions better?) “What makes me feel great about myself?” (If something brings you enjoyment, then you should either do it every day or schedule time for it each week.) “How can I become more spiritual in my daily life?” (For example, read from a book of prayers, practice a bit of yoga, or recite positive affirmations.) “What is a new skill I’ve always wanted to master?” (For example, make a habit of researching and learning about talents like home brewing, playing a musical instrument, learning a new language, or anything that sounds fun.) “Is there anything I can do to support my local community or an important cause?” (We all believe in something. So if you schedule time daily for this activity, then it’s not hard to consistently help others.) “Is there something that I can do to improve my job performance and get a raise?” (For example, build a skill that will become valuable to the company.)

When you create enriched environments of positive stress and high demand, your motivation to succeed is sky-high without any conscious effort on your part. You are not in conflict with your environment but being pulled forward by it. The specific strategies detailed in this chapter for outsourcing your motivation to enriched environments included: Installing several layers of external pressure and accountability; Making your goals public; Setting high expectations for customers and fans; Investing up front on your projects and scheduling them in advance; Surrounding yourself with people who have higher personal standards than you have; Competing with people who have a much higher skill level than you do by viewing competition as a form of collaboration; Making a commitment and then practicing or performing these in public settings. The external pressure of performing for others only heightens your internal pressure to succeed; Getting enough clarity to move forward a few steps toward your goal; Hiring a mentor who is world-class at what you want to do; and Joining a mastermind group filled with role models and people who will help you elevate your life.

he would even suggest such a thing. Her motives for such dedication were unclear, but since she was only a client, he didn’t press for more. As she stood abruptly, he followed suit. “I’ll show you your room,” she said, the words clipped. Larkin followed her back to the foyer and up the stairs, pausing only to grab his bag. The house was furnished with impeccable taste, luxury in every detail, but nothing at all ostentatious. He wondered if she had redone the place after her parents’ deaths, and he suspected she had. Somehow the decor reflected the personality of its owner. When Winnie paused, Larkin followed suit, standing shoulder to shoulder with his hostess as he surveyed the room. He whistled. “Very nice.” This close, he inhaled the scent of honeysuckle again. “I hope you’ll be comfortable. I appreciate your fitting me into your schedule. Let me know if you need anything at all.” There it was again. That pesky, subtle does-she-or-doesn’t-she vibe that made his skin itchy and his sex

1. Break Down Big Goals into Manageable Next Steps Don’t fall for the old “eat that frog” trap. While your goal should begin in the Discomfort Zone, your next step should be in the Comfort Zone. Do the easiest task first. If you get stumped or stuck, seek outside help. You want to build momentum early with quick wins. 2. Utilize Activation Triggers Brainstorm the best Activation Triggers for you. Remember to leverage what comes easy to do what’s hard. Don’t rely on your willpower in the moment. Instead, optimize your Activation Triggers with elimination, automation, and delegation. You’re going to face obstacles, so anticipate those and determine the best if/then response in advance. The idea is to plan your workarounds before an obstacle derails you. If you don’t have it right to begin with, experiment until you nail it. 3. Schedule Regular Goal Reviews For your daily review, scan your list of goals. You want to keep your goals fresh in your mind and also think through a few specific tasks for the day that will bring you closer to achieving them. I call these my Daily Big 3. For your weekly review, scan your goals with a special focus on your key motivations. Conduct a quick After-Action Review of the prior week. Review the next actions for each of your goals and determine what three outcomes you must reach in the coming week to achieve them. I call these my Weekly Big 3, and I use them to determine my Daily Big 3. For the quarterly review, I recommend walking through the five Best Year Ever steps again. But the key is to (1) rejoice if you’ve completed your goal or passed a milestone, (2) recommit if you haven’t, (3) revise the goal if you can’t recommit to it, (4) remove the goal if you can’t revise, and finally, (5) replace the goal with another you want to achieve.

For serious problems you should schedule two sessions a day: half an hour before lunch and half an hour before dinner. Write them down in your engagement book. Give them priority. […] For less serious problems, ten minutes morning and night will get you into trim and keep you there. Or twenty minutes once a day, if that fits your schedule better. And don’t forget the while-you’re-doing-something routines. You can be pampering your body most of the day if you remember them, and your body will be very grateful.

I am very concerned about the acceptance of Sunday morning mediocrity, and I am persuaded that it is not primarily a schedule or laziness problem. I am convinced it is a theological problem. You see, the standards you set for yourself and your ministry are directly related to your view of God. If you are feeding your soul every day on the grace and glory of God, if you are in worshipful awe of his wisdom and power, if you are spiritually stunned by his faithfulness and love, and if you are daily motivated by his presence and promises, then you want to do everything you can to capture and display that glory to the people God has placed in your care.

The time passed. With a smirk on its face, I waited and allowed that to pass, confused? I turned around and asked the fate: Am I right in letting it pass? Why did it pass with a smirk on its face? Because it expected you to hold on to him, but you didn’t, so it won the battle. How and why it won? Nothing happened. Exactly, the fate answered, nothing happened and nothing happens when you don’t utilize the time to make it happen. And when nothing happens in present, nothing happens in the future. Should I run after time? "It's a bit late." "But it could still hear." "Not unless you run after him." "Do you think I should?" "Probably not." "I think I should." "It'd be a bit odd to run after the passed hour. The thing with time is its always with you, it repeatedly demands certain efforts to be made at certain times, when you start utilizing it effectively it stays. Make a start and it will allow you a start. The fact is when the time wins it actually loses because ultimately it gets blamed for your lack of efforts, for being bad, unfavorable, etc. Start something when something is supposed to be done, there is a time for everything. But you don’t schedule your time and then blame the time to abandon you with no time. "You might be right." I replied to fate with a smirk on my face: I will start my work without wasting any time, and the time will seize no time in returning with enough time.

Success must be scheduled. Is your daily life structured in a way that will produce GREATNESS?

The best way to try new things in the bedroom is to make small changes. That will increase your confidence and motivation to keep exploring. First, decide how frequently you’d like to try something new. My suggestion is to pick a schedule that feels totally manageable at first. Certainly not every time you have sex.

People like to say you have to he happy alone before you can be happy with someone else, but that doesn't seem true. I know plenty of people who hated being alone and whose happiness in finding a partner was magnified by relief. Their dislike, sometimes even horror, of being alone primed them for love, motivated them to commit. But if you're actually happy alone, if you've accomplished that mythical prerequisite for love, you will probably also have rendered love less necessary, made yourself less amenable to accommodating someone's needs and schedule and foibles. You run the risk of becoming set in your ways, of being unable not to feel smothered.

Top Retention Marketing Strategies for Clinics to Boost Patient Loyalty Retention of patients is just as important as the acquisition of a new one, particularly for a clinic that aims for long-term success. As the competition in healthcare becomes tougher, clinics have to definitely engage in retention marketing that would really build patient trust and loyalty. This article looks into some actionable strategies that clinics could make use of enhanced with tools such as loyalty programs, referral systems, and automated follow-ups into their patient engagement strategies toward building long-term relationships. Why Retention Marketing is Critical for Clinics Retention marketing aims to build strong relationships with the current patients and encourage them to return for every service, needing not to go anywhere outside for competitors. Unlike acquisition, retention is cost-effective and gives a better return since it hardly requires huge effort and cost. Studies reveal that most repeat patients are easier to convert, and they also tend to spend more as years go by. For clinics, patient retention guarantees: a steady flow of income. satisfaction rates that improve because of personalized service. positive word-of-mouth referrals that bring new patients automatically. How to Improve Patient Retention in Clinics with Practical Tools Different clinics can make a patient feel special and improve retention by using different ways and methods. Here is how: Trust and benefits through loyalty programs for clinics A loyalty program is an excellent way of encouraging repeat visits and helping in keeping the patients engaged over the longer term. It does entice the patient to connect with your clinic in a much more tangible sense. Point-Based System: Earn Points Every Visit or Service: redeemable for discounts for future treatments. Exclusive Offering: Members Benefit: Exclusive Priority Booking or Free Health Check-up. Tiered Programs: More Levels, More Rewards Offer different levels of engagement with increasing rewards to motivate retention. Such programs should therefore be simple to understand and available on easy-to-use platforms such as a mobile app or via a patient portal. Referral Systems: Harnessing Patient Advocacy Satisfied patients advocate best for your clinic. A referral program naturally helps them tell friends and family about your clinic, thus converting the most powerful source of marketing into incentive-driven word-of-mouth. Discount: Offer discounts for both referring and referred patients. Recognition Celebrate the most referring patients with personal thank-you notes or gifts. Progress Tracking: CRM tools should be used to monitor referral activity for eventual reward. Referral systems not only bring new patients to the practice but also assure already existing patients because this is a way of telling them that their efforts are appreciated. Top Loyalty Programs for Healthcare Clinics: Proven Models The incorporation of loyalty programs is not a silver-bullet solution; instead, design them to specific needs of both clinic and patient demographics. Membership Plans: Offer bundled sessions with annual membership at discounted rates. Health Tracking Rewards: This would involve encouraging patients to enroll in wellness programs, rewarding them for achieving certain milestones like losing weight or better blood pressure levels. Event Access: This could mean hosting health workshops or webinars exclusive to the members of the loyalty program. Such initiatives better patient experience and make your clinic the hospital of choice for continued care. Automated Follow-Ups: Staying Connected with Patients Retaining marketing is a new thing because there comes the automation. Scheduling the appointment confirms such follow-ups, reminders, and personalized messages that usually help the clinic in reaching out to patients continuously without occupying staff.

The Goldilocks Rule states that humans experience peak motivation when working on tasks that are right on the edge of their current abilities. ■ The greatest threat to success is not failure but boredom. ■ As habits become routine, they become less interesting and less satisfying. We get bored. ■ Anyone can work hard when they feel motivated. It’s the ability to keep going when work isn’t exciting that makes the difference. ■ Professionals stick to the schedule; amateurs let life get in the way.

Media performers are in a sense more dependable and predictable than people in real life because their appearances are scheduled, and their characters and personalities tend to be relatively stable. Over time, as parasocial relationship deepens, 'the devotee- the 'fan'- comes to believe that he 'knows' the persona more intimately and profoundly than others do; that he 'understands' his character and appreciates his values and motives.

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