Slack Motivational Quotes

The purpose of training is to tighten up the slack, toughen the body, and polish the spirit.

Growth or stagnation? There is no in-between. Life always seeks more of itself and death picks up the slack.

I will liken my judgment unto a ring: like as there is no slackness of the last, even so there is no swiftness of the first.

He’d no longer be a grade-motivated person. He’d be a knowledge-motivated person. He would need no external pushing to learn. His push would come from inside. He’d be a free man. He wouldn’t need a lot of discipline to shape him up. In fact, if the instructors assigned him were slacking on the job he would be likely to shape them up by asking rude questions. He’d be there to learn something, would be paying to learn something and they’d better come up with it. Motivation of this sort, once it catches hold, is a ferocious force...

The rewards from detachment are great: serenity; a deep sense of peace; the ability to give and receive love in self-enhancing, energizing ways; and the freedom to find real solutions to our problems. We find the freedom to live our own lives without excessive feelings of guilt about, or responsibility toward others.6 Sometimes detachment even motivates and frees people around us to begin to solve their problems. We stop worrying about them, and they pick up the slack and finally start worrying about themselves. What a grand plan! We each mind our own business.

The supporting role played by the intellect becomes apparent when a person is mentally depressed. Those who slip into depression are just as intelligent as they used to be. (If their score drops on an IQ test, it is because they don’t feel motivated to take the test, not because they became less rational.) But because of their depressed state, the flow of terminal desires formed by their emotions slows to a trickle. They no longer feel like eating, having sex, listening to music, or going to parties. In such cases, the intellect doesn’t generate terminal desires to take up the slack. Rather, it sits there idle.

The strategy creates superior value by combining investment in employees with four operational choices that increase their productivity, contribution, and motivation. These choices are: focus and simplify, standardize and empower, cross-train, and operate with slack.

Even on factory assembly lines respect and trust between leaders and followers may inspire line workers to exceed design expectations and motivate them not to slack off. Respect for leaders by followers can't be mandated; it must be earned. It has to be given to leaders by their followers.

Seems to me that a gentleman who really wanted to get to know me better would have found time for a text with his question during reasonable hours.” “I was very busy yesterday.” “Sounds like you just weren’t properly motivated yesterday. A text only takes a second. Now I have no choice but to penalize you.” Her tone was playful, but she wasn’t going to cut me any slack. And was she maybe, just possibly, a little mad at me for not being more attentive yesterday? The thought made me smile to myself. “What can I do to make it up to you? Give me your address and I’ll send you flowers. What’s your favorite kind?” “Sunflowers. And not a chance.” “I guessed you might say that.

The purpose of technology is to make your life smoother and easier, not to create confusion, complexity, and stress. The best way to achieve your most important goals is to post them on social media, promise your followers that you’ll achieve them, and update them daily on your progress. If you slack off, everyone will know — and that accountability drives success." — Brian Tracy, Eat That Frog Reflection: "This hit me differently. Why delay? I'm starting today: posting my goals, updating daily, and embracing positive change. Let's implement this together and observe the transformation it creates in our lives!

Austen, I think I got it this time. Let me try to see if this fits. Here are some words for what you are describing. First, you are motivated to clean your bathroom because it does need it. You can even understand your mother’s demand that you clean it, because it is a pit! And it is your responsibility, right?” Austen nods approval. “And you feel a sense of urgency to get your laptop back, too. Right?” Austen nods in the affirmative again. “In fact, you would do almost anything to get your laptop back. Right?” One more time Austen is tracking my logic. “It’s just that you can’t connect cleaning your bathroom and getting the laptop back, because they aren’t related. Right?” “Sure,” Austen says. “It is so obvious that these things aren’t related, and Mother is always trying this stuff. It never works, so why does she bother?” I smile with Austen’s realization. “Actually, this type of approach is used by lots of parents, and it seldom works with teenagers. We parents think that if we withhold a privilege or a favorite item, we’ll get our kids to mind and do things like clean a bathroom. It doesn’t work, and all that happens is a power struggle. But let’s give Mom some slack here and work out your dilemma.” Austen is ready. I explain, “I think the problem is that we need to connect up your motivation to clean your bathroom to your responsibility to clean your bathroom with a call to action to actually clean your bathroom. That will satisfy the urgency you feel to get back your laptop. You’ll get a clean bathroom. You can please your mother. She will be motivated to give you back your laptop even though the laptop has nothing to do with a clean bathroom. This is a win-win solution Austen. You already have motivation, a sense of responsibility, and a feeling of urgency. The only thing that is missing for you is a call to action. That’s the missing piece you keep calling the “not doing it” part. Are you ready to connect the dots?” Austen’s eyes widen, and he smiles. “Yes that’s it!” he says. “I am missing the call to action part.

people aren’t inclined to work on tasks in the wrong order, since they derive satisfaction from accomplishment, and a motivation toward meaningful accomplishment tends to steer them onto the critical path. A little pressure might decrease wasted time slightly and cause an equally slight improvement in focusing on the critical path.

We also assign ourselves to lower-level work because we’re fleeing from challenge. Yes, I know, we all love a good challenge, but that doesn’t mean we don’t sometimes get cold feet and look for a way out. The challenges of management are daunting: They lead us into the scarily intangible world of people relations, motivation, societal formation, conflict, and conflict resolution. In my own case, I was promoted into a management position, fresh from a technological job where there were no intangibles. I had been a real-time system designer just before my promotion. Systems design is deliciously black-and-white: Your design works or it doesn’t. It is sufficiently flexible and accommodating to change or it isn’t. You may not know this perfectly at design time, but the implementation phase, which comes next, will quickly prove your design acceptable (even elegant) or not. There are few nuances.

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