Service Motivational Quotes

Want to keep Christ in Christmas? Feed the hungry, clothe the naked, forgive the guilty, welcome the unwanted, care for the ill, love your enemies, and do unto others as you would have done unto you.

Beauty is not who you are on the outside, it is the wisdom and time you gave away to save another struggling soul like you.

Protect your enthusiasm from the negativity and fear of others. Never decide to do nothing just because you can only do little. Do what you can. You would be surprised at what "little" acts have done for our world.

When you find yourself in need of spiritual nourishment, it is in the opportunities to serve others that you will find the abundance you seek.

You have to lift a person up before you can really put them in their place.

Dissect your motives deeper! You will find that no one has ever done anything wholly for others. All actions are self-directed, all service is self-serving, all love self-loving.

When we replace a sense of service and gratitude with a sense of entitlement and expectation, we quickly see the demise of our relationships, society, and economy.

Live your life in such a way that you'll be remembered for your kindness, compassion, fairness, character, benevolence, and a force for good who had much respect for life, in general.

War is an ugly thing, but not the ugliest of things: the decayed and degraded state of moral and patriotic feeling which thinks that nothing is worth a war, is much worse. When a people are used as mere human instruments for firing cannon or thrusting bayonets, in the service and for the selfish purposes of a master, such war degrades a people. A war to protect other human beings against tyrannical injustice; a war to give victory to their own ideas of right and good, and which is their own war, carried on for an honest purpose by their free choice, — is often the means of their regeneration. A man who has nothing which he is willing to fight for, nothing which he cares more about than he does about his personal safety, is a miserable creature who has no chance of being free, unless made and kept so by the exertions of better men than himself. As long as justice and injustice have not terminated their ever-renewing fight for ascendancy in the affairs of mankind, human beings must be willing, when need is, to do battle for the one against the other.

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

Stop trying. Take long walks. Look at scenery. Doze off at noon. Don't even think about flying. And then, pretty soon, you'll be flying again.

But even in the much-publicized rebellion of the young against the materialism of the affluent society, the consumer mentality is too often still intact: the standards of behavior are still those of kind and quantity, the security sought is still the security of numbers, and the chief motive is still the consumer's anxiety that he is missing out on what is "in." In this state of total consumerism - which is to say a state of helpless dependence on things and services and ideas and motives that we have forgotten how to provide ourselves - all meaningful contact between ourselves and the earth is broken. We do not understand the earth in terms either of what it offers us or of what it requires of us, and I think it is the rule that people inevitably destroy what they do not understand.

Our opportunities to give of ourselves are indeed limitless, but they are also perishable. There are hearts to gladden. There are kind words to say. There are gifts to be given. There are deeds to be done. There are souls to be saved. As we remember that “when ye are in the service of your fellow beings ye are only in the service of your God,” (Mosiah 2:17) we will not find ourselves in the unenviable position of Jacob Marley’s ghost, who spoke to Ebenezer Scrooge in Charles Dickens’s immortal "Christmas Carol." Marley spoke sadly of opportunities lost. Said he: 'Not to know that any Christian spirit working kindly in its little sphere, whatever it may be, will find its mortal life too short for its vast means of usefulness. Not to know that no space of regret can make amends for one life’s opportunity misused! Yet such was I! Oh! such was I!' Marley added: 'Why did I walk through crowds of fellow-beings with my eyes turned down, and never raise them to that blessed Star which led the Wise Men to a poor abode? Were there no poor homes to which its light would have conducted me!' Fortunately, as we know, Ebenezer Scrooge changed his life for the better. I love his line, 'I am not the man I was.' Why is Dickens’ "Christmas Carol" so popular? Why is it ever new? I personally feel it is inspired of God. It brings out the best within human nature. It gives hope. It motivates change. We can turn from the paths which would lead us down and, with a song in our hearts, follow a star and walk toward the light. We can quicken our step, bolster our courage, and bask in the sunlight of truth. We can hear more clearly the laughter of little children. We can dry the tear of the weeping. We can comfort the dying by sharing the promise of eternal life. If we lift one weary hand which hangs down, if we bring peace to one struggling soul, if we give as did the Master, we can—by showing the way—become a guiding star for some lost mariner.

The esoteric system is all based upon the ultimate motive. Ultimate motive is the service of truth itself, a complete dedication to the service of the realities of existence.

The first step in conforming our intellect to God's truth is to die to our vanity, pride, and craving for respect from colleagues and the public. We must let go of the worldly motivations that drive us, praying to be motivated solely by a genuine desire to submit our minds to God's Word - and then to use that knowledge in service to others.

Keep going even when the going is slow and uncertain. Make your dream your prayer and your service. Don’t wait for recognition. Let it find you working. Romanticize authenticity instead of perfection.

If you want to find money, focus on people. If you want to lose people, focus on money.

The only real difficulty with becoming disciplined is when you buy into the notion that happiness comes at the price of sacrifice. The reality is this: Discipline becomes freedom when you are doing what you love.

Do not be obsessed with expensive things. Instead, be obsessed with excellence. Things don't make you excellent. However, excellence will make you expensive.

The value the world sets upon motives is often grossly unjust and inaccurate. Consider, for example, two of them: mere insatiable curiosity and the desire to do good. The latter is put high above the former, and yet it is the former that moves one of the most useful men the human race has yet produced: the scientific investigator. What actually urges him on is not some brummagem idea of Service, but a boundless, almost pathological thirst to penetrate the unknown, to uncover the secret, to find out what has not been found out before. His prototype is not the liberator releasing slaves, the good Samaritan lifting up the fallen, but a dog sniffing tremendously at an infinite series of rat-holes.

It is not blindly pushing your own agenda that will enrich the world. It’s is your ability and willingness to understand, appreciate, anticipate, address, serve and support the lives of others that will.

Providing employment is the best form of social service, as it serves you, others, your country, your world - the entire society.

Profit is good. Profit motivates businesses to be: (a) efficient - to do more with less, to consume fewer resources, to reduce and reuse waste. (b) productive - to allow for bigger profit margins. (c) Valuable - income, and therefore profit is only possible when we add value to our customers lives. When the value of our product or service is worth more to them than what it cost us to provide it, we profit.

We ought to love, encourage and support each other.

Nothing consoles and comforts like certainty does.

You should not fast just to get the anointing. That won’t be very effective. Fasting is rather a means of abasing yourselves for the service of God and man.

Your life is carefully watched over, as was mine. The Lord knows both what He will need you to do and what you will need to know. He is kind and He is all-knowing. So you can with confidence expect that He has prepared opportunities for you to learn in preparation for the service you will give. You will not recognize those opportunities perfectly, as I did not. But when you put the spiritual things first in your life, you will be blessed to feel directed toward certain learning, and you will be motivated to work harder. You will recognize later that your power to serve was increased, and you will be grateful.

It often seems as though the silent, humble servant is secretly wiser and more discerning than the haughty master; yet through dutiful (and sometimes insecure) surrender he continues to serve and carry out petty orders in loyal acquiescence.

I'm only trying to make you see beyond men's acts to their motives. A man can appear to be a part of something not-so-good on its face, but don't take it upon yourself to judge him unless you know his motives as well. A man can be boiling inside, but he knows a mild answer works better than showing his rage. A man can condemn his enemies, but it's wiser to know them. ... Have you ever considered that men, especially men, must conform to the demands of the community they live in simply so they can be of service to it?

keep purifying your motivations so that they're completely about love and service to elevate the energy and experiences even further.

Do not wait for someone to Motivate you; Consider it as a self service and do it yourself.

A life of service is a life well and greatly lived.

Sacrifice of the self is sheer stupidity if sacrifice is not for the self.

The aim is to love God because the pure heart loves loving God and because the true mind knows He deserves it. Unlike the accusations and beliefs of the critics and skeptics, it is neither an obligation of duty; nor a fear of damnation; nor a wish for power; nor a desire to appear more righteous than others; nor because God needs it; but because through all love, truth, reason, faith, honesty, and joy in and beyond oneself and the universe, He is worthy.

I remember clearly the deaths of three men. One was the richest man of the century, who, having clawed his way to wealth through the souls and bodies of men, spent many years trying to buy back the love he had forfeited and by that process performed great service to the world and, perhaps, had much more than balanced the evils of his rise. I was on a ship when he died. The news was posted on the bulletin board, and nearly everyone recieved the news with pleasure. Several said, "Thank God that son of a bitch is dead." Then there was a man, smart as Satan, who, lacking some perception of human dignity and knowing all too well every aspect of human weakness and wickedness, used his special knowledge to warp men, to buy men, to bribe and threaten and seduce until he found himself in a position of great power. He clothed his motives in the names of virtue, and I have wondered whether he ever knew that no gift will ever buy back a man's love when you have removed his self-love. A bribed man can only hate his briber. When this man died the nation rang with praise... There was a third man, who perhaps made many errors in performance but whose effective life was devoted to making men brave and dignified and good in a time when they were poor and frightened and when ugly forces were loose in the world to utilize their fears. This man was hated by few. When he died the people burst into tears in the streets and their minds wailed, "What can we do now?" How can we go on without him?" In uncertainty I am certain that underneath their topmost layers of frailty men want to be good and want to be loved. Indeed, most of their vices are attempted short cuts to love. When a man comes to die, mo matter what his talents and influence and genius, if he dies unloved his life must be a failure to him and his dying a cold horror....we should remember our dying and try so to live that our death brings no pleasure to the world.

The only way to prepare for social life is to engage in social life. To form habits of social usefulness and serviceableness apart from any direct social need and motive, apart from any existing social situation, is, to the letter, teaching the child to swim by going through motions outside of the water.

Don’t despise your contributions to Humanity. Every little kind deed counts.

Do all the work you while you still have strength.

People spend their lives in the service of their passions instead of employing their passions in the service of their lives.

A complaint is a unique opportunity to strengthen the relationship with the client.

Love. Gratitude. Humility. Service. Do these look familiar? Combined, they are the recipe for happiness.

Customers loves certainty, make sure you give it to them.

Business is boss, politics is servant.

There are two powerful fuels, two forces; motivation and inspiration. To be motivated you need to know what your motives are. Over time - and to sustain you through it - your motivation must become an inner energy; a 'motor' driving you forward, passionately, purposefully, wisely and compassionately... come what may, every day. Inspiration is an outer - worldly - energy that you breathe and draw in. It may come from many places, faces, spaces and stages - right across the ages. It is where nature, spirit, science, mind and time meet, dance, play and speak. It keeps you outward facing and life embracing. But you must be open-minded and open-hearted to first let it in and then let it out again. Together - blended, combined and re-entwined - motivation and inspiration bring connectivity, productivity, creativity and boundless possibilities that is not just 'self' serving but enriching to all humanity and societies...just as it should be.

You can wallow in miserable self-pity all the days of your life and do nothing but drown in your own tears. Or you can stand up and reach out to draw others from their wallowing, effectively saving lives. Life is no punishment; you weren’t put here just for you.

The key ingredient in engaging the power available from service is motive.

Salvation not shared, is salvation wasted.

The more you give of yourself, the more you find yourself.

Any work for God that has less than a passion for Jesus Christ as its motive will end in crushing heartbreak and discouragement.

You can make a difference if you commit yourself to action. The only power in words is to motivate people to action. A better tomorrow awaits your response.

Public services are never better performed than when their reward comes only in consequence of their being performed, and is proportioned to the diligence employed in performing them.

First importance. The Bible tells us that, while there are many different callings and many possible areas of service in the kingdom of God, one transcendent truth should define our lives. One simple truth should motivate our work and affect every part of who we are. Christ died for our sins. If there's anything in life that we should be passionate about, it's the gospel. And I don't mean passionate only about sharing it with others. I mean passionate in thinking about it, dwelling on it, rejoicing in it, allowing it to color the way we look at the world. Only one thing can be of first importance to each of us. And only the gospel ought to be.

Even if you’re not broadcasting your personal life to the universe through social media, choose your confidants wisely and with discretion. Your ability to keep your personal details close to your vest will encourage others to feel that you are trustworthy enough to be trusted with their personal details.

Once the energy is no longer blocked and is flowing freely, personal needs are no longer your motivation. Your actions are the expression of love and gratitude for life. Your whole life becomes an act of service.

In the United States I saw how the market liberates the individual and allows people to be free to make personal choices. But the biggest drawback was that the market always pushes things to the side of the powerful. I thought the poor should be able to take advantage of the system in order to improve their lot. Grameen is a private-sector self-help bank, and as its members gain personal wealth they acquire water-pumps, latrines, housing, education, access to health care, and so on. Another way to achieve this is to let abusiness earn profit that is then txed by the government, and the tax can be used to provide services to the poor. But in practice it never works that way. In real life, taxes only pay for a government bureaucracy that collects the tax and provides little or nothing to the poor. And since most government bureaucracies are not profit motivated, they have little incentive to increase their efficiency. In fact, they have a disincentive: governments often cannot cut social services without a public outcry, so the behemoth continues, blind and inefficient, year after year.

There is always a danger that in our asceticism we shall be tempted to imitate the sufferings of Christ. This is a pious but godless ambition, for beneath it there always lurks the notion that it is possible for us to step into Christ's shoes and suffer as he did and kill the old Adam. We are then presuming to undertake that bitter work of eternal redemption which Christ himself wrought for us. The motive of asceticism was more limited--to equip us for better service and deeper humiliation.

Dear Fathers of the Fatherless Children, Chief Guardians take on the responsibilities of being both the mother and father. I’ve noticed that a lot of people say, a mother can’t be a father. That could be very well true, however, we do not have a choice but to “play” the “father role” to the best of our ability. We are the mothers, but the fathers of the fatherless children cowardly volunteer our services. It’s hard enough being a mother, but it is harder trying to play the “father’s” role as well. However, those are the cards we were dealt. I can say, for the sake of the matter—no, we do not know how to be a “father”, but we do the best we can. That is why it is imperative that all fathers take responsibly and execute their role full-time.

Doing your research ahead of time shows that you care about your client and your reputation. Referencing this information will better enable you to ask relevant questions and link their answers to your product or service to create a win-win situation.

They are part of the slave mentality artfully engineered by priestly propaganda. Dissect your motives deeper! You will find that no one has ever done anything wholly for others. All actions are self-directed, all service is self-serving, all love self-loving.

Creative, exploratory learning requires peers currently puzzled about the same terms or problems. Large universities make the futile attempt to match them by multiplying their courses, and they generally fail since they are bound to curriculum, course structure, and bureaucratic administration. In schools, including universities, most resources are spent to purchase the time and motivation of a limited number of people to take up predetermined problems in a ritually defined setting. The most radical alternative to school would be a network or service which gave each man the same opportunity to share his current concern with others motivated by the same concern.

His was the profession at that era in which intellectual ability displayed itself far more than in political life; for—leaving a higher motive out of the question it offered inducements powerful enough in the almost worshipping respect of the community, to win the most aspiring ambition into its service. Even political power—as in the case of Increase Mather—was within the grasp of a successful priest.

You must take the world as you find it, with a struggle to be something more honest than those around you. Phineas, as he preached himself this sermon, declared to himself that they who attempted more than this flew too high in the clouds to be of service to men an women upon the earth

Great names come and go, but the name of Jesus remains. The devil still hates it, the world still opposes it, but God still blesses it and we can still claim it! “In the name of Jesus” is the key that unlocks the door of prayer and the treasury of God’s grace. It’s the weapon that defeats the enemy and the motivation that compels our sacrifice and service. It’s the name that causes our hearts to rejoice and our lips to sing his praise.

Our current business operating system— which is built around external, carrot-and-stick motivators—doesn’t work and often does harm. We need an upgrade. And the science shows the way. This new approach has three essential elements: (1) Autonomy—the desire to direct our own lives; (2) Mastery—the urge to make progress and get better at something that matters; and (3) Purpose—the yearning to do what we do in the service of something larger than ourselves.

The actor, writer, and director Woody Allen once said, “80% of success is just showing up!” You Can Show Up By . . . • Participating. • Sharing ideas. • Being dependable. • Keeping your word. • Taking the initiative. • Volunteering to be of assistance. • Being there when a friend needs you. • Raising your hand and asking questions. • Attending your children’s sporting events. • Taking your place and claiming your space. • Demonstrating that you have something to offer.

There was my personal debt of knowing that her singular motivation had always been to give her children a life of opportunity, but there were also societal debts—American society’s debt to the immigrants who make their food, clean their toilets, raise their children; Korean society’s debt to the droves of young women who put their bodies and sexual labor on the front lines of national security, to whom no one would ever speak the words “thank you for your service.”1 In neither case were the debtees treated with gratitude. Instead, the debtors would make them into the cause of society’s ills, the very things that needed to be eradicated.

I should explain that Germanicus's way was always to refuse to think evil of any person until positive proof of such evil should be forced on him and, on the contrary, to credit everyone with the highest motives. This extreme simplicity was generally of service to him. Most people with whom he came in contact were flattered by his high estimate of his moral character and tended in their dealings with him to live up to it. If he were ever to find himself at the mercy of a downright wicked character, this generosity of heart would of course be his undoing; but on the other hand if any man had any good in him Germanicus always seemed to being it out.

Traditional corporations, particularly large-scale service and manufacturing businesses are organized for efficiency. Or consistency. But not joy. Joy comes from surprise and connection and humanity and transparency and new...If you fear special requests, if you staff with cogs, if you have to put it all in a manual, then the chances of amazing someone are really quite low. These organizations have people who will try to patch problems over after the fact, instead of motivated people eager to delight on the spot. The alternative, it seems, is to organize for joy. These are the companies that give their people the freedom (and the expectation) that they will create, connect and surprise. These are the organizations that embrace someone who make a difference, as opposed to searching the employee handbook for a rule that was violated.

[He] seemed to possess, beneath it all, an immutable sense of self-assurance, but in addition to that, the look of a man ensnared by what he perceived to be his own Duty. A Duty that effervesced inside of him impatiently, dry at the mouth, shaking feverishly, and holding its breath in anticipation for—not his action, but in fact—the fruits of his actions, however distant these may have been. The goal was to satiate its thirst in as few moves as possible, instilling each action with an almost implied necessity for having a motive by which it must exist, which is to say that no action was to be wasted for anything, but only for that which was rooted in some definable and clear-cut purpose...Every action had to be a step in some direction and there could be no dillydallying, for Duty bubbling in the bloodstream for too long brought with it a kind of sickness...from which it was difficult to recover. Neither could there be any reconsideration, for the values to which one has sworn were unassailable and beyond the powers of one individual to reassess. And so, Duty, once instilled, must be allowed to carry on unabated, diverting sustenance away from other aspects of one’s character—driving them to a weakened state, brow-beaten by circumstances beyond their immediate control and relegated to their own downtrodden acquiescence to the bravado of the Parasitic Superego, and, as such, cognizant of their growing superfluity.

They are the humans, who are uniquely adorned with the priceless characteristic of empathizing. They are the humans who shed tears full of purity and piety, when they see even a complete stranger in pain and misery. They are the humans who come together to save a kid in the neighborhood when he is trapped under the wreckage of his fallen home, regardless of caste, creed and religion.

Many people have never discovered the power generated from a heart of service. They show up to life projecting a right of entitlement in which their needs are their first priority and they will do whatever it takes to forward their own agenda without any concern for how it impacts others. This behavior pushes people away, creates barriers to trust and communication, and leaves a bad impression.

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

It is a wonderful quirk of our species that the incentives of social life don’t reward strictly ruthless behavior. Leaders who are too domineering are often penalized. Rampant lying and cheating are often caught and punished. Freeloaders frequently get the boot. At the same time, people are often positively rewarded—with friendship, social status, a better reputation—for their service to others. As if our oversized brains and hairless skin didn’t make us an uncanny enough species, our genes long ago decided that, in the relentless competition to survive and reproduce, their best strategy was to build ethical brains.

A business model describes the flow between key components of the company: •  value proposition, which the company offers (product/service, benefits) •  customer segments, such as users, and payers, or moms or teens •  distribution channels to reach customers and offer them the value proposition •  customer relationships to create demand •  revenue streams generated by the value proposition(s) •  resources needed to make the business model possible •  activities necessary to implement the business model •  partners who participate in the business and their motivations for doing so •  cost structure resulting from the business model The

I consider myself a “social ecologist,” concerned with man’s man-made environment the way the natural ecologist studies the biological environment.....the discipline itself boasts an old and distinguished lineage. Its greatest document is Alexis de Tocqueville’s Democracy in America. But no one is as close to me in temperament, concepts, and approach as the mid-Victorian Englishman Walter Bagehot. Living (as I have) in an age of great social change, Bagehot first saw the emergence of new institutions: civil service and cabinet government, as cores of a functioning democracy, and banking as the center of a functioning economy. A hundred years after Bagehot, I was first to identify management as the new social institution of the emerging society of organizations and, a little later, to spot the emergence of knowledge as the new central resource, and knowledge workers as the new ruling class of a society that is not only “postindustrial” but postsocialist and, increasingly, post-capitalist. As it had been for Bagehot, for me too the tension between the need for continuity and the need for innovation and change was central to society and civilization.

A discreet person . . . • is strong, yet humble; • expresses genuine concern and interest; • exercises caution to avoid unnecessary risks; • knows intuitively when a situation or conversation is heading in the wrong direction; • does not need to tear others down to build himself up; • refrains from using foul language or speaking brashly; • regulates her reactions and responds appropriately; • takes the higher road rather than wrestling in the mud; • remains gracious and poised in the heat of the moment; • refrains from unnecessary confrontations; • does not break confidence or share other people’s secrets with which they have been entrusted; • communicates with deliberation and confidence.

Church leader. I urge you to teach the whole counsel of God. Make sure your chief motive is feeding the sheep truth and genuinely reaching the lost with the full biblical message of salvation rather than building a big following. If your primary goal is to get those who attend to come back to next week’s service, ask the Holy Spirit to forgive you and refocus your principal strategy on shepherding the flock of God with truth. Stay relevant, fresh, and innovative in method but timeless in message. Believer

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

Nature is infinitely rich and diverse in her ways. She can be seen to break her most unchanging laws. She has made self-interest the motive of all human action, but in the great host of men she produces ones who are strangely constituted, in whom selfishness is scarcely perceptible because they do not place their affections in themselves. Some are passionate about the sciences, others about the public good. They are as attached to the discoveries of others as if they themselves had made them, or to the institutions of public welfare and the state as if they derived benefit from them. This habit of not thinking of themselves influences the whole course of their lives. They don't know how to use other men for their profit. Fortune offers them opportunities which they do not think of taking up. In nearly all men the self is almost never inactive. You will detect their self-interest in nearly all the advice they give you, in the services they do for you, in the contacts they make, in the friendships they form. They are deeply attached to the things which affect their interests however remotely, and are indifferent to all others. When they encounter a man who is indifferent to personal interest they cannot understand him. They suspect him of hidden motives, of affectation, or of insanity. They cast him from their bosom, revile him.

What did theories matter any more? She wanted to say. The rats have taken over the ship, it's often as simple as that; the rest is narcissistic crap. It must be. (...) For exploitation read property and you have the whole bit. First the exploiter hits the wage-slave over the head with his superior wealth; then he brainwashes him into believing that the pursuit of property is a valid motive for breaking him at the grindstone. That way he has him hooked twice over. (...) "You disappoint me, Charlie. All of a sudden you lack consistency. You've made the perceptions. Why don't you go out and do something about them? Why do you appear here one minute as an intellectual who has the eye and brain to see what is not visible to the deluded masses, the next you have not the courage to go out and perform a small service - like theft - like murder - like blowing something up - say, a police station - for the benefit of those whose hearts and minds are enslaved by the capitalist overlords? Come on, Charlie, where's the action? You're the free soul around here. Don't give us the words, give us the deeds." (...) Anger suspended her bewilderment and dulled the pain of her disgrace (...) She wished terribly that she could go mad so that everyone would be sorry for her; she wished she was just a raving lunatic waiting to be let off, not a stupid little fool of a radical actress (...) (part I, chapter 7)

Cocktail Party Summary: When it comes to motivation, there's a gap between what science knows and what business does. Our current business operating system- which is built around external, carrot-and-stick motivators-- doesn't work and often does harm. We need an upgrade. And the science shows the way. This new approach has three essential elements: 1) autonomy-- the desire to direct our own lives, 2) mastery-- the urge to make progress and get better at something that matters, and 3) purpose-- the yearning to do what we do in the service of something larger than ourselves.

the course of time, all of Apple’s competitors lost their WHY. Now all those companies define themselves by WHAT they do: we make computers. They turned from companies with a cause into companies that sold products. And when that happens, price, quality, service and features become the primary currency to motivate a purchase decision. At that point a company and its products have ostensibly become commodities. As any company forced to compete on price, quality, service or features alone can attest, it is very hard to differentiate for any period of time or build loyalty on those factors alone.

UN-Impressive Acts of Indiscretion • Forwarding other people's emails without getting permission. • Throwing other people under the bus to save yourself. • Talking loudly, being boorish and insensitive to the others around you. • Flagrant cheating. • Burning bridges. • Talking smack. • Dissing your competitor to your customer. • Oversharing and revealing too much personal information about yourself and others. • Breaking trust by sharing someone else’s secrets. • Being passive-aggressive to manipulate a situation or person. • Saying one thing and doing another. • Being two-faced. • Lying by omission. • Dispensing bulls#@%!

Yes, it is true that one generally needs to speak to the members of the key audience for a product or service. But as we are not trying to plumb an individual psyche for psychological motivation, but are rather trying to elucidate the relevant symbolic cultural meanings and practices, information garnered from those who do not like something is also relevant to understanding the cultural picture. In fact, contestation between points of view and meanings is a crucial aspect of the social dynamic. These nodal points of disagreement and different points of view can be precisely the most intriguing domains of cultural movement and thus new opportunities.

So the question is, what can I do to motivate you, Polly?” She eyes me salaciously and I drop my gaze, unable to return the intensity. Gently, she uses one finger to lift my chin and make my eyes meet her own. They are a vivid blue and alive with desire for me. The air around us is charged and the tension is palpable. My soaking pussy is a testament to how much I already want her… “Well?” she asks, breaking my train of thought. I gaze at her face; just a few inches from mine. “I – I’ve never done this before…” “Done what Polly?” Rachel chides, removing her finger. I miss the contact immediately and am rueful to have upset her. She raises one eyebrow at me. “Thought about what motivates you?” she asks, sardonically. “I’ve never been like this… with a woman, I mean…” She rises from the sofa in one fluid movement and stands above me. “Kneel Polly.” Surprised by the order, I blink at her before I respond. “Excuse me?” Rachel smiles at me. “Get. On. Your. Knees,” she says, articulating each word, and pointing to the floor in front of her. “I am going to find a way to motivate you.

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.

I must not hesitate to acknowledge where Europe is great, for great she is without doubt. We cannot help loving her with all our heart, and paying her the best homage of our admiration,—the Europe who, in her literature and art, pours out an inexhaustible cascade of beauty and truth fertilizing all countries and all time; the Europe who, with a mind which is titanic in its untiring power, is sweeping the height and the depth of the universe, winning her homage of knowledge from the infinitely great and the infinitely small, applying all the resources of her great intellect and heart in healing the sick and alleviating those miseries of man which up till now we were contented to accept in a spirit of hopeless resignation; the Europe who is making the earth yield more fruit than seemed possible, coaxing and compelling the great forces of nature into man's service. Such true greatness must have its motive power in spiritual strength.

Laughter may not be nearly as expressive as language, but it has two properties that make it ideal for navigating sensitive topics. First, it’s relatively honest. With words, it’s too easy to pay lip service to rules we don’t really care about, or values that we don’t genuinely feel in our gut. But laughter, because it’s involuntary, doesn’t lie—at least not as much. “In risu veritas,” said James Joyce; “In laughter, there is truth.”51 Second, laughter is deniable. In this way, it gives us safe harbor, an easy out. When someone accuses us of laughing inappropriately, it’s easy to brush off. “Oh, I didn’t really understand what she meant,” we might demur. Or, “Come on, lighten up! It was only a joke!” And we can deliver these denials with great conviction because we really don’t have a clear understanding of what our laughter means or why we find funny things funny. Our brains just figure it out, without burdening “us” with too many damning details.

In accepting as two primary texts, Singer's Animal Liberation and Regan's The Case for Animal Rights--texts that valorize rationality--the animal defense movement reiterates a patriarchal disavowal of emotions as having a legitimate role in theory making. The problem is that while on the one hand it articulates positions against animal suffering, on the other hand animal rights theory dispenses with the idea that caring about and emotionally responding to this suffering can be appropriate sources of knowledge. Emotions and theory are related. One does not have to eviscerate theory of emotional content and reflection to present legitimate theory. Nor does the presence of emotional content and reflection eradicate or militate against thinking theoretically. By disavowing emotional responses, two major texts of animal defense close off the intellectual space for recognizing the role of emotions in knowledge and therefore theory making. As the issue of caring about suffering is problematized, difficulties with animal rights per se become apparent. Without a gender analysis, several important issues that accompany a focus on suffering are neglected, to the detriment of the movement. Animal rights theory offers a legitimating language for animal defense without acknowledging the indebtedness of the rights-holder to caring relationships. Nor does it provide models for theoretically engaging with our own emotional responses, since emotions are seen as untrustworthy. Because the animal advocacy movement has failed to incorporate an understanding of caring as a motivation for so many animal defense activists, and because it has not addressed the gendered nature of caring--that it is woman's duty to provide service to others, while it is men's choice--it has not addressed adequately the implications that a disproportionate number of activists are women motivated because they care about animal suffering. Animal rights theory that disowns or ignores emotions mirrors on the theoretical level the gendered emotional responses inherent in a patriarchal society. In this culture, women are supposed to do the emotional work for heterosexual intimate relationships: 'a man will come to expect that a woman's role in his life is to take care of his feelings and alleviate the discomfort involved in feeling.' At the cultural level, this may mean that women are doing the emotional work for the animal defense movement. And this emotional work takes place in the context of our own oppression.

ONE OF THE main differences between standard and behavioral economics involves this concept of “free lunches.” According to the assumptions of standard economics, all human decisions are rational and informed, motivated by an accurate concept of the worth of all goods and services and the amount of happiness (utility) all decisions are likely to produce. Under this set of assumptions, everyone in the marketplace is trying to maximize profit and striving to optimize his experiences. As a consequence, economic theory asserts that there are no free lunches—if there were any, someone would have already found them and extracted all their value. Behavioral economists, on the other hand, believe that people are susceptible to irrelevant influences from their immediate environment (which we call context effects), irrelevant emotions, shortsightedness, and other forms of irrationality (see any chapter in this book or any research paper in behavioral economics for more examples). What good news can accompany this realization? The good news is that these mistakes also provide opportunities for improvement. If we all make systematic mistakes in our decisions, then why not develop new strategies, tools, and methods to help us make better decisions and improve our overall well-being? That’s exactly the meaning of free lunches from the perspective of behavioral economics—the idea that there are tools, methods, and policies that can help all of us make better decisions and as a consequence achieve what we desire.

...The underlying motive for the French wars [of 1562-1598] was not religious, but dynastic. By the mid-16th century, the Valois family of kings, who had ruled France since 1328, was losing its grasp on political power. Valois King Henry II died in 1559, leaving four sons, all too young or too feeble to rule alone, and three rival noble families, all eager to seize power. One, the Guise (who had married into the royal family), were Catholic; their enemies, the Bourbon and the (more moderate) Montmerency, were Protestant. The Bourbon, in particular, were supported by the many small local Protestant churches that had been set up in France by supporters of Calvin's teachings. Unlike Protestants in England or Germany, they were not controlled by powerful rulers or city councils; some were prepared to use violence and other forms of lawlessness to further Protestant reform. Concerned by this threat to public order, and continuing the Valois' kings generally hostile policy toward reform, in 1562 the Guise ordered the massacre of 74 Protestants at a church service.

The duties, which a man performs as a friend or parent, do not seem merely owing to his benefactor or children; nor can he be wanting to these duties, without breaking through all the ties of nature and morality. A strong inclination may prompt him to the performance: A sentiment of order and moral obligation joins its force to these natural ties: And the whole man, if truly virtuous, is drawn to his duty, without any effort or endeavour. Even with regard to the virtues, which are more austere, and more founded on reflection, such as public spirit, filial duty, temperance, or integrity; the moral obligation, in our apprehension, removes all pretension to religious merit; and the virtuous conduct is deemed no more than what we owe to society and to ourselves. In all this, a superstitious man finds nothing, which he has properly performed for the sake of his deity, or which can peculiarly recommend him to the divine favor and protection. He considers not, that the most genuine method of serving the divinity is by promoting the happiness of his creatures. He still looks out for some immediate service of the supreme Being, in order to allay those terrors, with which he is haunted. And any practice, recommended to him, which either serves to no purpose in life, or offers the strongest violence to his natural inclinations; that practice he will the more readily embrace, on account of those very circumstances, which should make him absolutely reject it. It seems the more purely religious, because it proceeds from no mixture of any other motive or consideration. And if, for its sake, he sacrifices much of his ease and quiet, his claim of merit appears still to rise upon him, in proportion to the zeal and devotion, which he discovers. In restoring a loan, or paying a debt, his divinity is nowise beholden to him; because these acts of justice are what he was bound to perform, and what many would have performed, were there no god in the universe. But if he fast a day, or give himself a sound whipping; this has a direct reference, in his opinion, to the service of God. No other motive could engage him to such austerities. By these distinguished marks of devotion, he has now acquired the divine favor; and may expect, in recompense, protection, and safety in this world, and eternal happiness in the next.

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.

I am very often asked why, at the age of eighty-five, I continue to practice. Tip number eighty-five (sheer coincidence that I am now eighty-five years old) begins with a simple declaration: my work with patients enriches my life in that it provides meaning in life. Rarely do I hear therapists complain of a lack of meaning. We live lives of service in which we fix our gaze on the needs of others. We take pleasure not only in helping our patients change, but also in hoping their changes will ripple beyond them toward others. We are also privileged by our role as cradlers of secrets. Every day patients grace us with their secrets, often never before shared. The secrets provide a backstage view of the human condition without social frills, role-playing, bravado, or stage posturing. Being entrusted with such secrets is a privilege given to very few. Sometimes the secrets scorch me and I go home and hold my wife and count my blessings. Moreover, our work provides the opportunity to transcend ourselves and to envision the true and tragic knowledge of the human condition. But we are offered even more. We become explorers immersed in the grandest of pursuits—the development and maintenance of the human mind. Hand in hand with patients, we savor the pleasure of discovery—the “aha” experience when disparate ideational fragments suddenly slide smoothly together into a coherent whole. Sometimes I feel like a guide escorting others through the rooms of their own house. What a treat it is to watch them open doors to rooms never before entered, discover unopened wings of their house containing beautiful and creative pieces of identity. Recently I attended a Christmas service at the Stanford Chapel to hear a sermon by Rev. Jane Shaw that underscored the vital importance of love and compassion. I was moved by her call to put such sentiments into practice whenever we can. Acts of caring and generosity can enrich any environment in which we find ourselves. Her words motivated me to reconsider the role of love in my own profession. I became aware that I have never, not once, used the word love or compassion in my discussions of the practice of psychotherapy. It is a huge omission, which I wish now to correct, for I know that I regularly experience love and compassion in my work as a therapist and do all I can to help patients liberate their love and generosity toward others. If I do not experience these feelings for a particular patient, then it is unlikely I will be of much help. Hence I try to remain alert to my loving feelings or absence of such feelings for my patients.

WHAT: Every single company and organization on the planet knows WHAT they do. This is true no matter how big or small, no matter what industry. Everyone is easily able to describe the products or services a company sells or the job function they have within that system. WHATs are easy to identify. HOW: Some companies and people know HOW they do WHAT they do. Whether you call them a “differentiating value proposition,” “proprietary process” or “unique selling proposition,” HOWs are often given to explain how something is different or better. Not as obvious as WHATs, many think these are the differentiating or motivating factors in a decision. It would be false to assume that’s all that is required. There is one missing detail: WHY: Very few people or companies can clearly articulate WHY they do WHAT they do. When I say WHY, I don’t mean to make money—that’s a result. By WHY I mean what is your purpose, cause or belief? WHY does your company exist? WHY do you get out of bed every morning? And WHY should anyone care? When most organizations or people think, act or communicate they do so from the outside in, from WHAT to WHY. And for good reason—they go from clearest thing to the fuzziest thing. We say WHAT we do, we sometimes say HOW we do it, but we rarely say WHY we do WHAT we do. But not the inspired companies. Not the inspired leaders. Every single one of them, regardless of their size or their industry, thinks, acts and communicates from the inside out.

From *the form of time and of the single dimension* of the series of representations, on account of which the intellect, in order to take up one thing, must drop everything else, there follows not only the intellect’s distraction, but also its *forgetfulness*. Most of what it has dropped it never takes up again, especially as the taking up again is bound to the principle of sufficient reason, and thus requires an occasion which the association of ideas and motivation have first to provide. Yet this occasion may be the remoter and the smaller, the more our susceptibility to it is enhanced by interest in the subject. But, as I have already shown in the essay *On the Principle of Sufficient Reason*, memory is not a receptacle, but a mere faculty, acquired by practice, of bringing forth any representations at random, so that these have always to be kept in practice by repetition, otherwise they are gradually lost. Accordingly, the knowledge even of the scholarly head exists only *virtualiter* as an acquired practice in producing certain representations. *Actualiter*, on the other hand, it is restricted to one particular representation, and for the moment is conscious of this one alone. Hence there results a strange contrast between what a man knows *potentia* and what he knows *actu*, in other words, between his knowledge and his thinking at any moment. The former is an immense and always somewhat chaotic mass, the latter a single, distinct thought. The relation is like that between the innumerable stars of the heavens and the telescope’s narrow field of vision; it stands out remarkably when, on some occasion, a man wishes to bring to distinct recollection some isolated fact from his knowledge, and time and trouble are required to look for it and pick it out of that chaos. Rapidity in doing this is a special gift, but depends very much on the day and the hour; therefore sometimes memory refuses its service, even in things which, at another time, it has ready at hand. This consideration requires us in our studies to strive after the attainment of correct insight rather than an increase of learning, and to take to heart the fact that the *quality* of knowledge is more important than its quantity. Quantity gives books only thickness; quality imparts thoroughness as well as style; for it is an *intensive* dimension, whereas the other is merely extensive. It consists in the distinctness and completeness of the concepts, together with the purity and accuracy of the knowledge of perception that forms their foundation. Therefore the whole of knowledge in all its parts is permeated by it, and is valuable or troubling accordingly. With a small quantity but good quality of knowledge we achieve more than with a very great quantity but bad quality." —from_The World as Will and Representation_. Translated from the German by E. F. J. Payne in two volumes: volume II, pp. 139-141

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.

One of the things that I’ve always felt missing from funerals and services is the voice of the man or woman who was the deceased’s partner in life. I’ve always wanted to hear from the person who’d loved them more than anyone. Biblically, the two become one flesh--the spouse is their other half. It has always seemed to me that his or her voice was critical to truly understanding who the deceased was in life. I also felt that American Sniper had told only part of Chris’s story--an angry part in much of it. There was so much more to him that I wanted the world to know. People said Chris was blessed that I hung in there during his service to our country; in fact, I was the one who was blessed. I wanted everyone to hear me say that. Beforehand, a friend suggested I have a backup in case I couldn’t finish reading my speech--a “highway option,” as Chris used to call it: the way out if things didn’t go as planned. I refused. I didn’t want a way out. It wasn’t supposed to be easy. Knowing that I had to go through with it, that I had to finish--that was my motivator. That was my guarantee that I would finish, that I would keep moving into the future, as painful as it surely would be. When you think you cannot do something, think again. Chris always said, “The body will do whatever the mind tells it to.” I am counting on that now. I stand before you a broken woman, but I am now and always will be the wife of a man who is a warrior both on the battlefield and off. Some people along the way told Chris that through it all, he was lucky I stayed with him. I am standing before you now to set the record straight. Remember this: I am the one who is literally, in every sense of the word, blessed that Chris stayed with me. I feel compelled to tell you that I am not a fan of people romanticizing their loved ones in death. I don’t need to romanticize Chris, because our reality is messy, passionate, full of every extreme emotion known to man, including fear, compassion, anger, pain, laughing so hard we doubled over and hugged it out, laughing when we were irritated with each other and laughing when we were so in love it felt like someone hung the moon for only us… I looked at the kids as I neared the end, talking to them and only them. Tears ran from their faces. Bubba’s head hung down. It broke my heart. I kept reading. Then I was done.

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.

A common problem plagues people who try to design institutions without accounting for hidden motives. First they identify the key goals that the institution “should” achieve. Then they search for a design that best achieves these goals, given all the constraints that the institution must deal with. This task can be challenging enough, but even when the designers apparently succeed, they’re frequently puzzled and frustrated when others show little interest in adopting their solution. Often this is because they mistook professed motives for real motives, and thus solved the wrong problems. Savvy institution designers must therefore identify both the surface goals to which people give lip service and the hidden goals that people are also trying to achieve. Designers can then search for arrangements that actually achieve the deeper goals while also serving the surface goals—or at least giving the appearance of doing so. Unsurprisingly, this is a much harder design problem. But if we can learn to do it well, our solutions will less often meet the fate of puzzling disinterest. We should take a similar approach when reforming a preexisting institution by first asking ourselves, “What are this institution’s hidden functions, and how important are they?” Take education, for example. We may wish for schools that focus more on teaching than on testing. And yet, some amount of testing is vital to the economy, since employers need to know which workers to hire. So if we tried to cut too much from school’s testing function, we could be blindsided by resistance we don’t understand—because those who resist may not tell us the real reasons for their opposition. It’s only by understanding where the resistance is coming from that we have any hope of overcoming it. Not all hidden institutional functions are worth facilitating, however. Some involve quite wasteful signaling expenditures, and we might be better off if these institutions performed only their official, stated functions. Take medicine, for example. To the extent that we use medical spending to show how much we care (and are cared for), there are very few positive externalities. The caring function is mostly competitive and zero-sum, and—perhaps surprisingly—we could therefore improve collective welfare by taxing extraneous medical spending, or at least refusing to subsidize it. Don’t expect any politician to start pushing for healthcare taxes or cutbacks, of course, because for lawmakers, as for laypeople, the caring signals are what makes medicine so attractive. These kinds of hidden incentives, alongside traditional vested interests, are what often make large institutions so hard to reform. Thus there’s an element of hubris in any reform effort, but at least by taking accurate stock of an institution’s purposes, both overt and covert, we can hope to avoid common mistakes. “The curious task of economics,” wrote Friedrich Hayek, “is to demonstrate to men how little they really know about what they imagine they can design.”8