Short Motivational Training Quotes

When you fall short of your goals and dreams ask yourself is it your mindset, perspective, expectations, effort, approach, acceptance, company or a blend of these that needs to change.

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.

The witch mania is shameful. How could we do it? How could we be so ignorant about ourselves and our weaknesses? How could it have happened in the most “advanced,” the most “civilized” nations then on Earth? Why was it resolutely supported by conservatives, monarchists, and religious fundamentalists? Why opposed by liberals, Quakers and followers of the Enlightenment? If we’re absolutely sure that our beliefs are right, and those of others wrong; that we are motivated by good, and others by evil; that the King of the Universe speaks to us, and not to adherents of very different faiths; that it is wicked to challenge conventional doctrines or to ask searching questions; that our main job is to believe and obey - then the witch mania will recur in its infinite variations down to the time of the last man. Note Friedrich von Spee’s very first point, and the implication that improved public understanding of superstition and skepticism might have helped to short-circuit the whole train of causality. If we fail to understand how it worked in the last round, we will not recognize it as it emerges in the next.

love reflecting on what I’ve done and on how it will help me in the future. And in that afterglow, I’m motivated to do other positive things for my long-term health. I want to stretch. I want to do my core workout. I want to eat well. A whole healthy lifestyle springs from just getting out the door. Going for even a short run makes me appreciate how fortunate I am to be able to do this amazing activity—and have fun while I’m doing it.

The blitzkrieg, in short, had been perfected for a sleek, hard-muscled, superbly trained, and passionately motivated army, such as the German General Staff had fashioned during the decades between the wars. It was quite unsuited for a ponderous, top-heavy army of ill-trained soldiers led by timid officers, overseen by inexperienced party ideologues, and sent forth to conquer a country whose terrain consists of practically nothing but natural obstacles to military operations.

My approach to training echoed how I climbed. The romance of climbing didn’t interest me. I didn’t seek harps and wings. I heard no opera up there. Instead, my mountains had teeth. The jagged edge we walked up there dragged itself across my throat, and the throats of my friends and peers. I took the mountains’ indifference to life as aggression, and fought back. I armored myself against that indifference; with training, with thinking, with attitude. I trained with friends who shared a similar approach. Our mantra was dark, but it motivated us. When we ran we breathed in rhythm—no matter the speed—and that beat had words: “They all died.” We inhaled and exhaled the great alpine epics—like the tragedy that befell Walter Bonatti’s party on the Freney Pillar—to push ourselves to a place where we would never come up short, physically. The consequences of falling short made training important. I realized early that controlling the things that I could control gave me greater freedom to address the things that I could not control. And the mountains offered those in spades.

I had broken myself of the habit of thinking in short song cycles and began reading longer and longer poems to see if I could remember anything I read about in the beginning. I trained my mind to do this, had cast off gloomy habits and learned to settle myself down... I began cramming my brain with all kinds of deep poems. It seemed like I'd been pulling an empty wagon for a long time and now I was beginning to fill it up and would have to pull harder. I felt like I was coming out of the back pasture. I was changing in other ways, too. Things that used to affect me, didn't affect me anymore. I wasn’t too concerned about people, their motives. I didn’t feel the need to examine every stranger that approached.

I had broken myself of the habit of thinking in short song cycles and began reading longer and longer poems to see if I could remember anything I read about in the beginning. I trained my mind to do this, had cast off gloomy habits and learned to settle myself down... I began cramming my brain with all kinds of deep poems. It seemed like I'd been pulling an empty wagon for a long time and now I was beginning to fill it up and would have to pull harder. I felt like I was coming out of the back pasture. I was changing in other ways, too. Things that used to affect me, didn't affect me anymore. I wasn’t too concerned about people, their motives. I didn’t feel the need to examine every stranger that approached.

Without the momentum of a stern discipline, motivation is mostly a momentary, flighty emotion. For it works best under the supervision of discipline, but can serve as not only an ally but also an enemy: because in anything that requires your self-discipline - whether going to church, going to classes, going to workouts, going through trainings, completing jobs, reading books, living well, eating healthily, studying, practicing something - the more times you skip, the more relaxed and motivated you'll become about skipping; and the next thing you know you've quit your fight altogether (or, put in short, the more you skip, the more you'll skip until you've quit). Maybe then you'll see that motivation bears its fruits when watered by discipline, but it spoils when not.

THE CODE OF A GOOD TRAINING PARTNER I will show up on time for every workout, and if I can’t avoid missing one, I’ll let my partner know as soon as I know. I will come to the gym to train—not to chat. When we’re in the gym, we focus on our workouts, we’re always ready to spot each other, and we get our work done efficiently. I will train hard to set a good example for my partner. I will push my partner to do more than she thinks she can. It’s my job to motivate her to do more weight and more reps than she believes possible. I will be supportive of my partner and will compliment her on her gains. I won’t let my partner get out of a workout easily. I will reject any excuses that are short of an actual emergency or commitment that can’t be rescheduled, and I will insist that she comes and trains. In the case where there’s a valid excuse, I’ll offer to train at a different time so we can get our workout in (if at all possible).

Working out with a bad partner sucks. It drains your energy and motivation and can even cause you to lose enthusiasm for working out altogether. On the other hand, working out with a good partner can go far in keeping you on track and making progress. He helps keep you accountable and wanting to show up every day, and having a spot on certain exercises helps push you for another rep and encourages you to move up in weight as you should. These things can make a big difference as time goes on. Those workouts, additional reps, and progressions in weight that wouldn’t have happened if you were solo add up to real gains. So, I recommend that you find someone to work out with before you start, and the two of you should agree to the following code. 1. I will show up on time for every workout, and if I can’t avoid missing one, I’ll let my partner know as soon as I know. 2. I won’t let my partner get out of a workout easily. I will reject any excuses that are short of an actual emergency or commitment that can’t be rescheduled, and I will insist that he comes and trains. In the case where there’s a valid excuse, if at all possible, I’ll offer to train at a different time so we can get our workout in. 3. I will come to the gym to train—not to chat. When we’re in the gym, we focus on our workouts, we’re always ready to spot each other, and we get our work done efficiently. 4. I will train hard to set a good example for my partner. 5. I will push my partner to do more than he thinks he can. It’s my job to motivate him to do more weight and more reps than he believes possible. 6. I will be supportive of my partner and will compliment him on his gains.

Only in christanity that people that fall remain on the ground. When boxers are knocked down they refuse to remain on the ground or to accept a knock out. Even when they are bleeding with swollen faces, they still get up to fight but in Christianity even a push, not even a blow, Boxers gets up, wrestlers jumps up, Christians lie down. Do you know why? They do not fight a good fight, they expect to lose before they enter the ring. Every good fighter is an enduring person, they do excercise and training, they learn the act of endurance. You can't be a good Christian without an amour which is the word of God.

In life you will face a lot of Circuses. You will pay for your failures. But, if you persevere, if you let those failures teach you and strengthen you, then you will be prepared to handle life’s toughest moments. July 1983 was one of those tough moments. As I stood before the commanding officer, I thought my career as a Navy SEAL was over. I had just been relieved of my SEAL squadron, fired for trying to change the way my squadron was organized, trained, and conducted missions. There were some magnificent officers and enlisted men in the organization, some of the most professional warriors I had ever been around. However, much of the culture was still rooted in the Vietnam era, and I thought it was time for a change. As I was to find out, change is never easy, particularly for the person in charge. Fortunately, even though I was fired, my commanding officer allowed me to transfer to another SEAL Team, but my reputation as a SEAL officer was severely damaged. Everywhere I went, other officers and enlisted men knew I had failed, and every day there were whispers and subtle reminders that maybe I wasn’t up to the task of being a SEAL. At that point in my career I had two options: quit and move on to civilian life, which seemed like the logical choice in light of my recent Officer Fitness Report, or weather the storm and prove to others and myself that I was a good SEAL officer. I chose the latter. Soon after being fired, I was given a second chance, an opportunity to deploy overseas as the Officer in Charge of a SEAL platoon. Most of the time on that overseas deployment we were in remote locations, isolated and on our own. I took advantage of the opportunity to show that I could still lead. When you live in close quarters with twelve SEALs there isn’t anywhere to hide. They know if you are giving 100 percent on the morning workout. They see when you are first in line to jump out of the airplane and last in line to get the chow. They watch you clean your weapon, check your radio, read the intelligence, and prepare your mission briefs. They know when you have worked all night preparing for tomorrow’s training. As month after month of the overseas deployment wore on, I used my previous failure as motivation to outwork, outhustle, and outperform everyone in the platoon. I sometimes fell short of being the best, but I never fell short of giving it my best. In time, I regained the respect of my men. Several years later I was selected to command a SEAL Team of my own. Eventually I would go on to command all the SEALs on the West Coast.

To all those who doubt the power of exercise -- and I was one of you -- take it from me: physical fitness has translated into an intellectual fitness I could not have imagined... I've learned that "I don't need to go for a run today" comes out of the same part of my brain as "I don't need to confront my vice president today about the low performance of his department." One suffer-session at a time, I have trained that part of my brain to endure short-term pain in exchange for long-term benefits.

I do not need to grow up or train in the gym in order to beat the devil, when I know that my God can beat him for me.

Just like the body responds with sore muscles when we add mileage, the initial discomfort felt when we listen to the Voice Inside reflects growth. The good news: anxiety initially triggered by listening to our inner dialogue is short-term vs. the unnamed, interminable dread that piggybacks suppression. Even better, we can manage it with self-talk, deep breathing (inherent to running), the Tribe and social support.

Cares for Something/Someone Outside the Self “It is the capacity to care — to care intensely about something beyond the limited self — that we seem to find our best clue to what mature individuality is.” —The Mind Alive The Overstreets convincingly argue that, for several reasons, the capacity to deeply care for someone or something forms the very core of the mature mind. First, it slays adolescent ego-absorption by shifting an individual’s focus outside the self, and training that focus on something bigger than the self. Second, it requires the “emotional overflow” of well-developed inner resources, particularly the development of courage, as sincerely caring is underrated as a truly frightening endeavor: “Caring — whether for another person, a line of work, a field of knowledge, or a conviction — is, in a sense, the most hazardous of human experiences. The emotionally impoverished person cannot afford it; for it means choosing to be vulnerable. . . . There is, in psychological truth, a certain terror that is part of the experience of deep caring: the terror of letting one’s self go; putting one’s whole capacity to feel and suffer at the disposal of something beyond the self. No one, it seems safe to assume, who has ever deeply and genuinely loved another human being or a chosen vocation or a social cause or a religious faith has ever wholly escaped this terror.” Third, it is the only way to catalyze one’s full potential: “If the risks of caring are great, so are the rewards; for it is one of the basic facts of human life that the ungiven self is the unfulfilled self. Only the individual who builds a strong, sound relationship with his world can himself become strong, sound, and resourceful: ready for what happens; able to be affirmative and creative in his dealings with experience.” Caring is such a key element of human fulfillment, in part because it provides a non-duplicable source of motivation:   “If a person never greatly cares about anything beyond himself, he has little spontaneous reason to get over the hump of inertia and submit himself to the discipline of a working material or a body of knowledge. . . . an individual’s area of caring and the strength of his caring determine the inconveniences he will willingly suffer and the risks he will run.” Finally, the practice of caring for things outside the self — a process in which the arrows of influence and need work both ways — disabuses you of delusional notions of complete autonomy and control (ideals maturity approaches, but can never completely attain, nor would find desirable to attain); it serves as a visceral, humbling reminder of where you remain (wonderfully) dependent. In caring for some person or idea, you come to an understanding of humanity’s interconnectedness, a “sense of how things hang together; not just the thing itself, but the meaning of it.” As the Overstreets conclude, “the capacity to care — to enjoy richly, love deeply, feel strongly, and if need be, suffer intensely — is, in short, the best guarantee any one of us can have against” the complete stagnation of the self.

When it comes to cardiovascular exercise, the general guidelines recommend doing between 20 and 60 minutes. However, this will depend on the intensity of the exercise you are doing. Steady state low intensity cardio, such as walking on a treadmill, can be done for up to an hour at a time. In contrast, high intensity interval training (HIIT), which involves short sprints followed by even shorter rest intervals, should only last for a maximum of 20 minutes.

In a now-famous experiment, he and his colleagues compared three groups of expert violinists at the elite Music Academy in West Berlin. The researchers asked the professors to divide the students into three groups: the “best violinists,” who had the potential for careers as international soloists; the “good violinists”; and a third group training to be violin teachers rather than performers. Then they interviewed the musicians and asked them to keep detailed diaries of their time. They found a striking difference among the groups. All three groups spent the same amount of time—over fifty hours a week— participating in music-related activities. All three had similar classroom requirements making demands on their time. But the two best groups spent most of their music-related time practicing in solitude: 24.3 hours a week, or 3.5 hours a day, for the best group, compared with only 9.3 hours a week, or 1.3 hours a day, for the worst group. The best violinists rated “practice alone” as the most important of all their music-related activities. Elite musicians—even those who perform in groups—describe practice sessions with their chamber group as “leisure” compared with solo practice, where the real work gets done. Ericsson and his cohorts found similar effects of solitude when they studied other kinds of expert performers. “Serious study alone” is the strongest predictor of skill for tournament-rated chess players, for example; grandmasters typically spend a whopping five thousand hours—almost five times as many hours as intermediatelevel players—studying the game by themselves during their first ten years of learning to play. College students who tend to study alone learn more over time than those who work in groups. Even elite athletes in team sports often spend unusual amounts of time in solitary practice. What’s so magical about solitude? In many fields, Ericsson told me, it’s only when you’re alone that you can engage in Deliberate Practice, which he has identified as the key to exceptional achievement. When you practice deliberately, you identify the tasks or knowledge that are just out of your reach, strive to upgrade your performance, monitor your progress, and revise accordingly. Practice sessions that fall short of this standard are not only less useful—they’re counterproductive. They reinforce existing cognitive mechanisms instead of improving them. Deliberate Practice is best conducted alone for several reasons. It takes intense concentration, and other people can be distracting. It requires deep motivation, often self-generated. But most important, it involves working on the task that’s most challenging to you personally. Only when you’re alone, Ericsson told me, can you “go directly to the part that’s challenging to you. If you want to improve what you’re doing, you have to be the one who generates the move. Imagine a group class—you’re the one generating the move only a small percentage of the time.” To see Deliberate Practice in action, we need look no further than the story of Stephen Wozniak. The Homebrew meeting was the catalyst that inspired him to build that first PC, but the knowledge base and work habits that made it possible came from another place entirely: Woz had deliberately practiced engineering ever since he was a little kid. (Ericsson says that it takes approximately ten thousand hours of Deliberate Practice to gain true expertise, so it helps to start young.)

If you train your eyes to see the good in others, you will inspire them to see the good in themselves.

Patience, which is part of the equation of diligent work and training, is a virtue; patience, that is part of the equation of sloth and inaction, is a vice. The idea of patience as a virtue all the time is flawed.

When you intensely focus on ‘How can I do something’ or ‘How can I go around my limitation,’ the path to achievement starts to form, and the answers to how to go around your handicaps and limitations begin to appear. Your tenacious pieces of training and practices begin to make you stronger; your courageous actions after actions start turning impossibilities into possibilities.

Let's ride on the train of inspiration, perspiration, and transformation; the synergistic approach will do wonders. When we earnestly inspire and resolutely perspire, things do transpire.

Quality and investment return are antithetical,” Gumbiner concluded, “because in order to generate short-term profits, the company cannot put money into research and development, new long-range concepts, management training, and all the things that will build a long-term successful organization. People who strictly have investors’ return as their motive are not interested in long-term corporate guarantees.

Leadership is often perceived as an individual quality—something a person either has or doesn’t. However, in practice, leadership is deeply intertwined with an organization’s culture. The methods institutions use to train, develop, and support leaders significantly influence their overall effectiveness. Leadership training isn’t just about teaching individuals how to make decisions or motivate teams; it’s about transforming the mindset of the organization itself. When leadership development falls short, institutions remain stuck in cycles of inefficiency and reliance, stalling meaningful progress. But when done well, leadership training can ignite transformative change, fostering a culture built on accountability, innovation, and resilience.