Target Motivational Quotes

You have had a dream for so many years. Let today be the day you make a plan for it. Just think about how much more likely you are to hit your target when you finally aim at it.

Many toxic parents compare one sibling unfavorably with another to make the target child feel that he's not doing enough to gain parental affection. This motivates the child to do whatever the parents want in order to regain their favor. This divide-and-conquer technique is often unleashed against children who become a little too independent, threatening the balance of the family system.

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

If you are not working towards something, your life will end with nothing.

You can not have empty or neutral mind, as long as you work the mind will contain dreams, if you stop working it will contain regrets.

Your youth is certainly finished and old age has definitely arrived if you feel that you are losing enthusiasm, excitement and energy towards your dreams and goals.

I work so hard for profits because my dreams are expensive.

And so maybe it isn't the motivating factors that matter so much as simply participating - thrusting your best true, authentic self into the universe with wild abandon. Maybe yielding to our true nature propels us forward into the great unknown, toward targets that we haven't even dreamed up yet but exist nonetheless.

Don't aim at success-the more you aim at it and make it a target, the more you are going to miss it. For success, like happiness, cannot be pursued; it must ensue, and it only does so as the unintended side-effect of one's dedication to a cause greater than oneself or as the by-product of one's surrender to a person other than oneself.

Goals doesn't leave you like men, goals wait, they wait for their achievers.

Too much attention early on will actually just suggest insecurity, and raise doubts as to your motives. Worst of all, it gives your targets no room for imagination.

Obsession and desperation for your goal, gets you the goal.

Being men of a particular world, you’d think love wouldn’t play a part in it. Love is weakness. Love is a target. Though if you ask anyone in the mafioso, they will say they’re motivated by only love. It is about the power, war and money, sure. But love plays a huge part in this life. Coveting it. Protecting it. Using it, in some cases.

Dreams can only be seen with open eyes, what you see while you asleep are nightmares.

We, as human beings, enjoy freedom of choice. Your attitude is your choice!

Targets are achieved sooner out of need, than out of greed.

Time spent doing whatever it is you do to escape your daily life would be better spent acquiring a life that needs no escape.

If a home has many treasures, it is the target of many robbers; likewise, if a person has many gifts, he is the target of many haters.

Give as much as importance to your goal as you give it to your first girlfriend, with that much importance your girlfriend might still leave you but your goal will definitely come to you.

1. Mistargeting by setting objectives that are too low and don't allow for enough correct motivation. 2. Severely underestimating what it will take in terms of actions, resources, money, and energy to accomplish the target. 3. Spending too much time competing and not enough time dominating their sector. 4. Underestimating the amount of adversity they will need to overcome in order to actually attain their desired goal.

Too much attention early on will actually just suggest insecurity, and raise doubts as to your motives. Worst of all, it gives your targets no room for imagination. Take a step back; let the thoughts you are provoking come to them as if they were their own. This is doubly important if you are dealing with someone who has a deep effect on you.

Selling is a sacred trust between buyer and seller.

If you could stay as stubborn as when you were a child then you need not to compromise on your dreams.

So it’s up to you where you want to go…. You will decide whether to chase an infinite target or a measurable value.

But decent motives don't always produce decent results. And the body is not the only target of rape. Violence does not always take visible form, and not all wounds gush blood." ~the dowager

Problems are like traffic jams. They clear up if you wait patiently. But instead of waiting for solution, you start seeking solace in two ways: (1) You target those who you think are cause of your problems (2) You target yourself. As a result problems sink their roots deep into your mind. ॐ

even though going out for a jog can make you feel alive and whole and powerful, it also leave you vulnerable and alone. But we keep running anyway. Because we have no other choice. We run in spite of this. We run knowing the dangers, knowing who we are and why we could be targeted. But that won't stop us

But if lifestyle ads work by the third-person effect, then there will be some products for which it makes good business sense to target a wider audience, one that includes both buyers and non-buyers.32 One reason to target non-buyers is to create envy. As Miller argues, this is the case for many luxury products. “Most BMW ads,” he says, “are not really aimed so much at potential BMW buyers as they are at potential BMW coveters.”33 When BMW advertises during popular TV shows or in mass-circulation magazines, only a small fraction of the audience can actually afford a BMW. But the goal is to reinforce for non-buyers the idea that BMW is a luxury brand.

When the internal critic puts you down using such comparisons, here's how it operates: First, it selects a single, arbitrary domain of comparison ( fame, maybe, or power). Then it acts as if that domain is the only one that is relevant. Then it contrasts you unfavorably with someone truly stellar, within that domain. It can take that final step even further, using the unbridgeable gap between you and its target of comparison as evidence for the fundamental injustice of life. That way your motivation to do anything at all can be most effectively undermined.

Most people want to be seduced. If they resist your efforts, it is probably because you have not gone far enough to allay their doubts—about your motives, the depth of your feelings, and so on. One well-timed action that shows how far you are willing to go to win them over will dispel their doubts. Do not worry about looking foolish or making a mistake—any kind of deed that is self-sacrificing and for your targets’ sake will so overwhelm their emotions, they won’t notice anything else. Never appear discouraged by people’s resistance, or complain. Instead, meet the challenge by doing something extreme or chivalrous. Conversely, spur others to prove themselves by making yourself hard to reach, unattainable, worth fighting over.

The most annoying pain is perceived when a man is living without a purpose.

If you are opportunist, then you are already one step closer to achieve your target!

To achieve your goals, just focus on your target and explore.

If you wish to be a great family-man learn philosophy of people, if you wish to be a great businessman learn philosophy of finance.

Don't compete with your friends to win a date with few beautiful girls, but compete to win few beautiful goals.

Let people stick to their philosophy, you stick to your passion.

The key is to set a goal, use it as a target that helps you create a plan for achieving it . . . and then do your best to forget all about that goal.

Often What Comes As Free, Targets Your Choice And Freedom-The Aim Is Not To Get Your Money But You”.

Action achieves ambition.

But decent motives don’t always produce decent results. And the body is not the only target of rape. Violence does not always take visible form, and not all wounds gush blood.

in 2018, 60 percent of all religiously motivated hate crimes in the United States were perpetrated against Jews (by contrast 18.6 percent targeted Muslims).

The aim of planning is to minimise, remove and cast aside all the doubts.

…Decent motives don’t always produce decent results. And the body is not the only target of rape. Violence does not always take visible form, and not all wounds gush blood.

If you are targeting the right customers they will be more motivated by value than price.

Aim and hit the target of excellence, with constant practice. Make success happen, by working to be the best at what you do.

For me, my targets are more important than my happiness and that is the secret of my happiness.

I was diagnosed with ADHD in my mid fifties and I was given Ritalin and Dexedrine. These are stimulant medications. They elevate the level of a chemical called dopamine in the brain. And dopamine is the motivation chemical, so when you are more motivated you pay attention. Your mind won't be all over the place. So we elevate dopamine levels with stimulant drugs like Ritalin, Aderall, Dexedrine and so on. But what else elevates Dopamine levels? Well, all other stimulants do. What other stimulants? Cocaine, crystal meth, caffeine, nicotine, which is to say that a significant minority of people that use stimulants, illicit stimulants, you know what they are actually doing? They're self-medicating their ADHD or their depression or their anxiety. So on one level (and we have to go deeper that that), but on one level addictions are about self-medications. If you look at alcoholics in one study, 40% of male adult alcoholics met the diagnostic criteria for ADHD? Why? Because alcohol soothes the hyperactive brain. Cannabis does the same thing. And in studies of stimulant addicts, about 30% had ADHD prior to their drug use. What else do people self-medicate? Someone mentioned depression. So, if you have been treated for depression, as I have been, and you were given a SSRI medication, these medications elevate the level of another brain chemical called serotonin, which is implicated in mood regulation. What else elevates serotonin levels temporarily in the brain? Cocaine does. People use cocaine to self-medicate depression. People use alcohol, cannabis and opiates to self-medicate anxiety. Incidentally people also use gambling or shopping to self-medicate because these activities also elevate dopamine levels in the brain. There is no difference between one addiction and the other. They're just different targets, but the brain systems that are involved and the target chemicals are the same, no matter what the addiction. So people self-medicate anxiety, depression. People self-medicate bipolar disorder with alcohol. People self-medicate Post-Traumatic-Stress-Disorder. So, one way to understand addictions is that they're self-medicating. And that's important to understand because if you are working with people who are addicted it is really important to know what's going on in their lives and why are they doing this. So apart from the level of comfort and pain relief, there's usually something diagnosible that's there at the same time. And you have to pay attention to that. At least you have to talk about it.

It occurred to him that there is so much out there these days about people in open source that a motivated and intelligent individual could take old SF-86 info and translate it into real-time targeting info.

don't aim at success - the more you aim at it and make it a target, the more you are going to miss it. for success, like happiness, cannot be pursued; it must ensue, and it only does so as the unintended side-effect of one's personal dedication to a cause greater than oneself or as the by - product of one's surrender to a person other than oneself. happiness must happen, and the same holds for success: you have to let it happen by not caring about it

Recognizing that many forms of violence are motivated by a range of intentions and hostilities, the terms racist, sexist, anti-Semitic, anti-Muslim, and homophobic and transphobic violence are used here in an effort to more accurately describe the phenomena under discussion: the terms bias or hate crime suggest that such violence is motivated entirely by prejudice (presumably irrational) and not informed by historical patterns of dominance and subordination that produce tangible political, social, and economic benefits for majority groups. Regardless of the terminology used or its targets, there is no question that such violence is abhorrent, structural, and pervasive. Where

Each of us has an innate, human desire to be challenged. We are driven by it, and we often learn from our experiences to set a target and hit it. Even if we don’t reach our intended goal or destination, we gain strength in trying.

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

Self-discipline is always going to be an unreachable target until you tackle the question of ‘why’. Once you nail down your motivation and keep it clear in the front of your mind, you can move to making all of your dreams turn into realities.

For Eric, Columbine was a performance. Homicidal art. He actually referred to his audience in his journal: “the majority of the audience wont even understand my motives,” he complained. He scripted Columbine as made-for-TV murder, and his chief concern was that we would be too stupid to see the point. Fear was Eric’s ultimate weapon. He wanted to maximize the terror. He didn’t want kids to fear isolated events like a sporting event or a dance; he wanted them to fear their daily lives. It worked. Parents across the country were afraid to send their kids to school. Eric didn’t have the political agenda of a terrorist, but he had adopted terrorist tactics. Sociology professor Mark Juergensmeyer identified the central characteristic of terrorism as “performance violence.” Terrorists design events “to be spectacular in their viciousness and awesome in their destructive power. Such instances of exaggerated violence are constructed events: they are mind-numbing, mesmerizing theater.” The audience—for Timothy McVeigh, Eric Harris, or the Palestine Liberation Organization—was always miles away, watching on TV. Terrorists rarely settle for just shooting; that limits the damage to individuals. They prefer to blow up things—buildings, usually, and the smart ones choose carefully. “During that brief dramatic moment when a terrorist act levels a building or damages some entity that a society regards as central to its existence, the perpetrators of the act assert that they—and not the secular government—have ultimate control over that entity and its centrality,” Juergensmeyer wrote. He pointed out that during the same day as the first attack on the World Trade Center, in 1993, a deadlier attack was leveled against a coffee shop in Cairo. The attacks were presumably coordinated by the same group. The body count was worse in Egypt, yet the explosion was barely reported outside that country. “A coffeehouse is not the World Trade Center,” he explained. Most terrorists target symbols of the system they abhor—generally, iconic government buildings. Eric followed the same logic. He understood that the cornerstone of his plan was the explosives. When all his bombs fizzled, everything about his attack was misread. He didn’t just fail to top Timothy McVeigh’s record—he wasn’t even recognized for trying. He was never categorized with his peer group. We lumped him in with the pathetic loners who shot people.

If you needed one million dollars and you had an idea worth one million dollars, but you did not have the opportunity to sell your idea to one person, you had better sell it for one dollar to one million people as simple as this. That is creativity.

But an occasional strategic outburst seems to be effective because “targets” construe their temporary tormentor as trying to motivate them to try harder and to be smarter—they don’t dismiss it as just the usual ranting from a certified asshole who berates them constantly

The NBC University Theater combined superb drama with college credit. Its productions were fully the equal of any commercial radio series and better than most, though it got stuck with the “education” stigma early in its run and never attained much more than its targeted academically motivated audience.

When some bigoted white people heard the message of Donald Trump and others in the GOP that their concerns mattered, that the fear generated by their own biases had a target in Mexican and Muslim immigrants, many embraced the GOP to their own detriment. We talk at length about the 53 percent of white women who supported the Republican candidate for president, but we tend to skim past the reality that many white voters had been overtly or passively supporting the same problematic candidates and policies for decades. Researchers point to anger and disappointment among some whites as a result of crises like rising death rates from suicide, drugs, and alcohol; the decline in available jobs for those who lack a college degree; and the ongoing myth that white people are unfairly treated by policies designed to level the playing field for other groups—policies like affirmative action. Other studies have pointed to the appeal of authoritarianism, or plain old racism and sexism. Political scientist Diana Mutz said in an interview in Pacific Standard magazine that some voters who switched parties to vote for Trump were motivated by the possibility of a fall in social status: “In short, they feared that they were in the process of losing their previously privileged positions.

The news filled me with such euphoria that for an instant I was numb. My ingrained self-censorship immediately started working: I registered the fact that there was an orgy of weeping going on around me, and that I had to come up with some suitable performance. There seemed nowhere to hide my lack of correct emotion except the shoulder of the woman in front of me, one of the student officials, who was apparently heartbroken. I swiftly buried my head in her shoulder and heaved appropriately. As so often in China, a bit of ritual did the trick. Sniveling heartily she made a movement as though she was going to turn around and embrace me I pressed my whole weight on her from behind to keep her in her place, hoping to give the impression that I was in a state of abandoned grief. In the days after Mao's death, I did a lot of thinking. I knew he was considered a philosopher, and I tried to think what his 'philosophy' really was. It seemed to me that its central principle was the need or the desire? for perpetual conflict. The core of his thinking seemed to be that human struggles were the motivating force of history and that in order to make history 'class enemies' had to be continuously created en masse. I wondered whether there were any other philosophers whose theories had led to the suffering and death of so many. I thought of the terror and misery to which the Chinese population had been subjected. For what? But Mao's theory might just be the extension of his personality. He was, it seemed to me, really a restless fight promoter by nature, and good at it. He understood ugly human instincts such as envy and resentment, and knew how to mobilize them for his ends. He ruled by getting people to hate each other. In doing so, he got ordinary Chinese to carry out many of the tasks undertaken in other dictatorships by professional elites. Mao had managed to turn the people into the ultimate weapon of dictatorship. That was why under him there was no real equivalent of the KGB in China. There was no need. In bringing out and nourishing the worst in people, Mao had created a moral wasteland and a land of hatred. But how much individual responsibility ordinary people should share, I could not decide. The other hallmark of Maoism, it seemed to me, was the reign of ignorance. Because of his calculation that the cultured class were an easy target for a population that was largely illiterate, because of his own deep resentment of formal education and the educated, because of his megalomania, which led to his scorn for the great figures of Chinese culture, and because of his contempt for the areas of Chinese civilization that he did not understand, such as architecture, art, and music, Mao destroyed much of the country's cultural heritage. He left behind not only a brutalized nation, but also an ugly land with little of its past glory remaining or appreciated. The Chinese seemed to be mourning Mao in a heartfelt fashion. But I wondered how many of their tears were genuine. People had practiced acting to such a degree that they confused it with their true feelings. Weeping for Mao was perhaps just another programmed act in their programmed lives. Yet the mood of the nation was unmistakably against continuing Mao's policies. Less than a month after his death, on 6 October, Mme Mao was arrested, along with the other members of the Gang of Four. They had no support from anyone not the army, not the police, not even their own guards. They had had only Mao. The Gang of Four had held power only because it was really a Gang of Five. When I heard about the ease with which the Four had been removed, I felt a wave of sadness. How could such a small group of second-rate tyrants ravage 900 million people for so long? But my main feeling was joy. The last tyrants of the Cultural Revolution were finally gone.

These, in review, are the baby steps to owning less: • Write down your goals. • Start decluttering with the easy targets in your lived-in areas. • Then go room by room, tossing out and tidying up. • Eliminate duplicates as you make your circuit. • Share your story with others to keep yourself motivated during and beyond the first steps.

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

Worrying about inciting racial hatred in cartoons is legitimate, so that no group is racially targeted. It is why we don’t like anti-Semitic cartoons. This is entirely distinct from a “blasphemy” motivation for censorship, which aims to silence scrutiny of a powerful idea and its founder, inspiring to billions. We must not confuse these two different concerns. This is the core of what most of us, especially Muslims, must reflect on in the wake of the tragedy in France.

It's vital, if we are to properly understand the problem, that we not flinch from the clear evidence that Roof’s Christianity wasn’t incidental to his motivations and his racial views. It was integral to his identity and helped fuel this horrific violence. He understood himself as a white Christian warrior who consciously launched this attack on sacred ground, targeting a historic black church in the hopes of encouraging his fellow white Christians to rise up and "become completely ruthless to the blacks.

Loss aversion refers to the relative strength of two motives: we are driven more strongly to avoid losses than to achieve gains. A reference point is sometimes the status quo, but it can also be a goal in the future: not achieving a goal is a loss, exceeding the goal is a gain. As we might expect from negativity dominance, the two motives are not equally powerful. The aversion to the failure of not reaching the goal is much stronger than the desire to exceed it. People often adopt short-term goals that they strive to achieve but not necessarily to exceed. They are likely to reduce their efforts when they have reached an immediate goal, with results that sometimes violate economic logic. New York cabdrivers, for example, may have a target income for the month or the year, but the goal that controls their effort is typically a daily target of earnings. Of course, the daily goal is much easier to achieve (and exceed) on some days than on others. On rainy days, a New York cab never remains free for long, and the driver quickly achieves his target; not so in pleasant weather, when cabs often waste time cruising the streets looking for fares. Economic logic implies that cabdrivers should work many hours on rainy days and treat themselves to some leisure on mild days, when they can “buy” leisure at a lower price. The logic of loss aversion suggests the opposite: drivers who have a fixed daily target will work many more hours when the pickings are slim and go home early when rain-drenched customers are begging to be taken somewhere.

KF: This is sounding like it’s something akin to a cure; is that the case? TCC: Yes. The problem in this area of medicine is that traditional doctors are so focused on the use of targeted therapies (chemo, surgery, radiation) that they refuse to even acknowledge the use of therapies like nutrition and are loath to even do proper research in this area. So, in spite of the considerable evidence—theoretical and practical—to support a beneficial nutritional effect, every effort will be made to discredit it. It’s a self-serving motive.

The point of this brief reconstruction is not that Israelites took only the lives of the remnant of the giant clans. Others were certainly slain. The point is that the rationale for kherem annihilation was the specific elimination of the descendants of the Nephilim. Ridding the land of these bloodlines was the motivation.13 If Numbers 13:28–29 is to be believed, the Anakim were scattered throughout the land of Canaan. Joshua 11:21–23 makes it clear that these were the peoples targeted for complete elimination, not every last Canaanite.

In three studies, gender expert Jennifer Berdahl found that sexual harassment isn’t primarily motivated by sexual desire: Women who meet feminine standards of beauty don’t experience the most harassment. Instead, “it is motivated primarily by a desire to punish gender-role deviants and, therefore, is directed at women who violate feminine ideals.” Women who were “assertive, dominant, and independent” faced the most harassment, particularly in male-dominated organizations. Sexual harassment, she concludes, is mostly targeted toward “uppity women.

Stop staring at Kevin so much. You're making me fear for your life over here." "What do you mean?" "Andrew is scary territorial of him. He punched me the first time I said I'd like to get Kevin too wasted to be straight." Nicky pointed at his face, presumably where Andrew had decked him. "So yeah, I'm going to crush on safer targets until Andrew gets bored of him. That means you, since Matt's taken and I don't hate myself enough to try Seth. Congrats." "Can you take the creepy down a level?" Aaron asked. "What?" Nikcy asked. "He said he doesn't swing, so obviously he needs a push." "I don't need a push," Neil said. "I'm fine on my own." "Seriously, how are you not bored of your hand by now?" "I'm done with this conversation," Neil said. "This and every future variation of it. [...]" The stadium door slammed open as Andrew showed up at last. He swept them with a wide-eyed look as if surprised to see them all there. "Kevin wants to know what's taking you so long. Did you get lost?" "Nicky's scheming to rape Neil," Aaron said. "There are a couple flaws in his plan he needs to work out first, but he'll get there sooner or later." [...] "Wow, Nicky," Andrew said. "You start early." "Can you really blame me?" Nicky glanced back at Neil as he said it. He only took his eyes off Andrew for a second, but that was long enough for Andrew to lunge at him. Andrew caught Nicky's jersey in one hand and threw him hard up against the wall. [...] "Hey, Nicky," Andrew said in stage-whisper German. "Don't touch him, you understand?" "You know I'd never hurt him. If he says yes-" "I said no." "Jesus, you're greedy," Nicky said. "You already have Kevin. Why does it-" He went silent, but it took Neil a moment to realize why. Andrew had a short knife pressed to Nicky's Jersey. [...] Neil was no stranger to violence. He'd heard every threat in the book, but never from a man who smiled as bright as Andrew did. Apathy, anger, madness, boredom: these motivators Neil knew and understood. But Andrew was grinning like he didn't have a knife point where it'd sleep perfectly between Nicky's ribs, and it wasn't because he was joking. Neil knew Andrew meant it. If Nicky so much as breathed wrong right now, Andrew would cut his lungs to ribbons, any and all consequences be damned. Neil wondered if Andrew's medicine would let him grieve, or if he'd laugh at Nicky's funeral too. Then he wondered if a sober Andrew would act any different. Was this Andrew psychosis or his medicine? Was he flying too high to understand what he was doing, or did his medicine only add a smile to Andrew's ingrained violence? [...] Andrew let go of Nicky and spun away. [...] Aaron squized Nicky's shoulder on his way out. Nicky looked shaken as he stared after the twins, but when he realized Neil was watching him he rallied with a smile Neil didn't believe at all. "On second thought, you're not my type after all,” Nicky said [...]. "Don't let him get away with things like that." Nicky considered him for a moment, his smile fading into something small and tired. "Oh, Neil. You're going to make this so hard on yourself. Look, [...] Andrew is a little crazy. Your lines are not his lines, so you can get all huff and puff when he tramps across yours but you'll never make him understand what he did wrong. Moreover, you'll never make him care. So just stay out of his way." "He's like this because you let him get away with it," Neil said. [...] "That was my fault. [...] I said something I shouldn't have, and got what I deserved.

This is central to understanding the nature of motivation, as well as its failures (e.g., during depression, where there is inhibition of dopamine signaling thanks to stress, or in anxiety, where such inhibition is caused by projections from the amygdala).100 It also tells us about the source of the frontocortical power behind willpower. In a task where one chooses between an immediate and a (larger) delayed reward, contemplating the immediate reward activates limbic targets of dopamine (i.e., the mesolimbic pathway), whereas contemplating the delayed reward activates frontocortical targets (i.e., the mesocortical pathway). The greater the activation of the latter, the more likely there’ll be gratification postponement. These studies involved scenarios of a short burst of work soon followed by reward.101 What about when the work required is prolonged, and reward is substantially delayed? In that scenario there is a secondary rise of dopamine, a gradual increase that fuels the sustained work; the extent of the dopamine ramp-up is a function of the length of the delay and the anticipated size of the reward:

I teach excessively agreeable people to note the emergence of such resentment, which is a very important, although very toxic, emotion. There are only two major reasons for resentment: being taken advantage of (or allowing yourself to be taken advantage of), or whiny refusal to adopt responsibility and grow up. If you’re resentful, look for the reasons. Perhaps discuss the issue with someone you trust. Are you feeling hard done by, in an immature manner? If, after some honest consideration, you don’t think it’s that, perhaps someone is taking advantage of you. This means that you now face a moral obligation to speak up for yourself. This might mean confronting your boss, or your husband, or your wife, or your child, or your parents. It might mean gathering some evidence, strategically, so that when you confront that person, you can give them several examples of their misbehaviour (at least three), so they can’t easily weasel out of your accusations. It might mean failing to concede when they offer you their counterarguments. People rarely have more than four at hand. If you remain unmoved, they get angry, or cry, or run away. It’s very useful to attend to tears in such situations. They can be used to motivate guilt on the part of the accuser due, theoretically, to having caused hurt feelings and pain. But tears are often shed in anger. A red face is a good cue. If you can push your point past the first four responses and stand fast against the consequent emotion, you will gain your target’s attention—and, perhaps, their respect. This is genuine conflict, however, and it’s neither pleasant nor easy.

For things to change, somebody somewhere has to start acting differently. Maybe it’s you, maybe it’s your team. Picture that person (or people). Each has an emotional Elephant side and a rational Rider side. You’ve got to reach both. And you’ve also got to clear the way for them to succeed. In short, you must do three things: → DIRECT the Rider FOLLOW THE BRIGHT SPOTS. Investigate what’s working and clone it. [Jerry Sternin in Vietnam, solutions-focused therapy] SCRIPT THE CRITICAL MOVES. Don’t think big picture, think in terms of specific behaviors. [1% milk, four rules at the Brazilian railroad] POINT TO THE DESTINATION. Change is easier when you know where you’re going and why it’s worth it. [“You’ll be third graders soon,” “No dry holes” at BP] → MOTIVATE the Elephant FIND THE FEELING. Knowing something isn’t enough to cause change. Make people feel something. [Piling gloves on the table, the chemotherapy video game, Robyn Waters’s demos at Target] SHRINK THE CHANGE. Break down the change until it no longer spooks the Elephant. [The 5-Minute Room Rescue, procurement reform] GROW YOUR PEOPLE. Cultivate a sense of identity and instill the growth mindset. [Brasilata’s “inventors,” junior-high math kids’ turnaround] → SHAPE the Path TWEAK THE ENVIRONMENT. When the situation changes, the behavior changes. So change the situation. [Throwing out the phone system at Rackspace, 1-Click ordering, simplifying the online time sheet] BUILD HABITS. When behavior is habitual, it’s “free”—it doesn’t tax the Rider. Look for ways to encourage habits. [Setting “action triggers,” eating two bowls of soup while dieting, using checklists] RALLY THE HERD.

Putting the Other Person Down The manipulator has other options available to help them reach their ultimate goal. One tactic that can be quite effective consists in putting their target down on a regular basis. However, this isn’t done through insults or threats. This covert technique is very useful because the manipulator uses it in a very subtle manner. This can be seen in the abundant use of sarcasm or perhaps passive-aggressive attacks. For example, the manipulator may say, “don’t we look lovely today” when it is clear that the victim is not at their best. A passive-aggressive approach might be something like, “I’m just going to have to take you in for a good scrubbing and a haircut.” It might say in a playful tone, but the subtext is far more sinister. As for the target, they may not realize that they are the subject of manipulation. They may feel terrible as a result of the interaction, but may not realize that they are being deliberately acted upon by the manipulator. Consequently, the target is left to wonder is what the motives might be for being treated in such a manner. Honestly, it doesn’t really matter, at least not to the manipulator. What does matter is that the target is left feeling vulnerable and exposed. This is where the manipulator can make the most of their efforts. When a victim is left feeling defenseless, the manipulator is in a prime position to take advantage ([27]). On the contrary, if a person feels safe and empowered, the likelihood of them being manipulated is quite low. That’s why manipulators prey upon people with low self-esteem. If a person has high self-esteem, then they won’t be easily manipulated. If anything, put-downs and insults will spark a defensive reaction. That would leave the manipulator with no choice but to move on to the next victim.

also been a white-collar worker in my career. In my experience, there are two types of people who do this type of work: Achievers and Hiders. Achievers are the people who want to perform at a high level. They are ambitious, motivated and energetic. They are full of ideas and want to move up the corporate ladder, which are great attributes to have. But there is a downside for the Achiever. The moment a person decides to be an Achiever, they become a target. Their boss sees them as threatening to their job, so they start to hold them down or take shots at their reputation. Their peers see them as a person who will either embarrass them or keep them from getting a promotion, so they start to do what they can to undermine their accomplishments. So, to remain an Achiever and survive in this hostile environment, a person must become good at one thing that has nothing to do with their productivity—and that’s politics. They must learn how to navigate the political world by diminishing their enemies and strengthening their relationship with powerful people. In fact, some of the most successful people in the corporate world aren’t Achievers at all. They are pure politicians. So if you decide to work in the corporate environment and to be an Achiever, you must accept the fact that you must become a good politician also. Now, let’s talk about the Hiders. These are the people who HATE politics, but still need a job. They learn not to be the ambitious Achiever. They don’t stand out. They don’t speak up in meetings. They don’t bring new ideas. They HIDE. They keep their heads down and do as they’re told. They do just enough so that they aren’t talked about negatively. They survive. And this has worked for decades. But in the New Economy, it’s becoming much more difficult to hide. And people are running out of time. So, back to our Perfect Career List: Can a white-collar job deliver on the list? Again, the clear answer is no—certainly not in very many areas. Sales

The rats that Marian Diamond studied had either an enriched or an impoverished environment. That changed their brain state. If you’re surrounded by a nurturing physical, emotional, mental, and spiritual environment, you’re in one brain state. If you’re surrounded by danger, uncertainty, and hostility, you’re in a quite different brain state. Brain states, along with mental, emotional, and spiritual states, run the gamut. When the brain’s Enlightenment Circuit is turned on, you’re in a happy and positive state. When the Default Mode Network (DMN) of Chapter 2 predominates, you’re in a negative and stressed state. State Progression Cognitive psychologist Michael Hall has been fascinated by human potential for over 40 years. He has studied the most advanced methods, authored more than 30 books on the topic, and mapped the stages by which people change. Unpleasant experiences are what usually motivate us to change. These involve mental, emotional, or spiritual states. Examples of such states are despair, stagnation, anger, or resentment. Hall calls these “unresourceful” states. We can cultivate resourceful states, such as joy, empowerment, mastery, and contentment. To describe the movement of a person from an unresourceful to a resourceful state, Hall uses the term “state progression.” Hall’s “state progression” model has several steps: Identify the unresourceful state. Identify the desired state. Countercondition dysfunctional behavioral patterns that maintain the unresourceful state. Activate change toward the desired state. Experience the target state. Repeat the experience of the desired state. Condition new behaviors that reinforce the desired state. That’s the promise of directing your attention consciously rather than defaulting to the brain’s negativity bias. Attention sustained over time produces state progression and triggers neural plasticity. If you focus on positive beliefs and thoughts repeatedly, bringing your mind and focus back to the good, you then use attention in the service of positive neural plasticity. When we have practiced sufficiently to be able to maintain this focus, we achieve a condition that Hall calls positive state stability. Our minds become stable in that new state. Their default setting is no longer to focus on the negative. The brain’s negativity bias is no longer hijacking our attention and directing it toward the negative things that are happening, either in our own lives or in the world. We have moved through the stages of state progression to positive state stability.

Correlation and causality. Why is it that throughout the animal kingdom and in every human culture, males account for most aggression and violence? Well, what about testosterone and some related hormones, collectively called androgens, a term that unless otherwise noted, I will use simplistically as synonymous with testosterone. In nearly all species, males have more circulating testosterone than do females, who secrete small amounts of androgens from the adrenal glands. Moreover, male aggression is most prevalent when testosterone levels are highest; adolescence and during mating season in seasonal breeders. Thus, testosterone and aggression are linked. Furthermore, there are particularly high levels of testosterone receptors in the amygdala, in the way station by which it projects to the rest of the brain, the bed nucleus of the stria terminalis, and in its major targets, the hypothalamus, the central gray of the mid-brain, and the frontal cortex. But these are merely correlative data. Showing that testosterone causes aggression requires a subtraction plus a replacement experiment. Subtraction, castrate a male: do levels of aggression decrease? Yes, including in humans. This shows that something coming from the testes causes aggression. Is it testosterone? Replacement: give that castrated individual replacement testosterone. Do pre-castration levels of aggression return? Yes, including in humans, thus testosterone causes aggression. Time to see how wrong that is. The first hint of a complication comes after castration. When average levels of aggression plummet in every species, but crucially, not to zero, well, maybe the castration wasn't perfect, you missed some bits of testes, or maybe enough of the minor adrenal androgens are secreted to maintain the aggression. But no, even when testosterone and androgens are completely eliminated, some aggression remains, thus some male aggression is testosterone independent. This point is driven home by castration of some sexual offenders, a legal procedure in a few states. This is accomplished with chemical castration, administration of drugs that either inhibit testosterone production or block testosterone receptors. Castration decreases sexual urges in the subset of sex offenders with intense, obsessive, and pathological urges. But otherwise, castration doesn't decrease recidivism rates as stated in one meta-analysis. Hostile rapists and those who commit sex crimes motivated by power or anger are not amenable to treatment with the anti-androgenic drugs. This leads to a hugely informative point. The more experience the male had being aggressive prior to castration, the more aggression continues afterward. In otherwise, the less his being aggressive in the future requires testosterone and the more it's a function of social learning.

gave up on the idea of creating “socialist men and women” who would work without monetary incentives. In a famous speech he criticized “equality mongering,” and thereafter not only did different jobs get paid different wages but also a bonus system was introduced. It is instructive to understand how this worked. Typically a firm under central planning had to meet an output target set under the plan, though such plans were often renegotiated and changed. From the 1930s, workers were paid bonuses if the output levels were attained. These could be quite high—for instance, as much as 37 percent of the wage for management or senior engineers. But paying such bonuses created all sorts of disincentives to technological change. For one thing, innovation, which took resources away from current production, risked the output targets not being met and the bonuses not being paid. For another, output targets were usually based on previous production levels. This created a huge incentive never to expand output, since this only meant having to produce more in the future, since future targets would be “ratcheted up.” Underachievement was always the best way to meet targets and get the bonus. The fact that bonuses were paid monthly also kept everyone focused on the present, while innovation is about making sacrifices today in order to have more tomorrow. Even when bonuses and incentives were effective in changing behavior, they often created other problems. Central planning was just not good at replacing what the great eighteenth-century economist Adam Smith called the “invisible hand” of the market. When the plan was formulated in tons of steel sheet, the sheet was made too heavy. When it was formulated in terms of area of steel sheet, the sheet was made too thin. When the plan for chandeliers was made in tons, they were so heavy, they could hardly hang from ceilings. By the 1940s, the leaders of the Soviet Union, even if not their admirers in the West, were well aware of these perverse incentives. The Soviet leaders acted as if they were due to technical problems, which could be fixed. For example, they moved away from paying bonuses based on output targets to allowing firms to set aside portions of profits to pay bonuses. But a “profit motive” was no more encouraging to innovation than one based on output targets. The system of prices used to calculate profits was almost completely unconnected to the value of new innovations or technology. Unlike in a market economy, prices in the Soviet Union were set by the government, and thus bore little relation to value. To more specifically create incentives for innovation, the Soviet Union introduced explicit innovation bonuses in 1946. As early as 1918, the principle had been recognized that an innovator should receive monetary rewards for his innovation, but the rewards set were small and unrelated to the value of the new technology. This changed only in 1956, when it was stipulated that the bonus should be proportional to the productivity of the innovation. However, since productivity was calculated in terms of economic benefits measured using the existing system of prices, this was again not much of an incentive to innovate. One could fill many pages with examples of the perverse incentives these schemes generated. For example, because the size of the innovation bonus fund was limited by the wage bill of a firm, this immediately reduced the incentive to produce or adopt any innovation that might have economized on labor.

[...] Kevin had grown up playing left-handed. Seeing him take on Andrew right-handed was ballsy enough, seeing him actually score was surreal. Kevin kicked them off the court [...], but instead of following [...] he stayed behind with Andrew to keep practicing. Neil watched them over his shoulder. "I saw him first," Nicky said. "I thought you had Erik," Neil said. "I do, but Kevin's on the List," Nicky said. When Neil frowned, Nicky explained. "It's a list of celebrities we're allowed to have affairs with. Kevin is number three." Neil pretended to understand and changed the topic. "How does anyone lose against the Foxes with Andrew in your goal?" "He's good, right? [...] Coach bribed Andrew into saving our collective asses with some really nice booze." "Bribed?" Neil echoed. "Andrew's good," Nicky said again, "but it doesn't really matter to him if we win or lose. You want him to care, you gotta give him incentive." "He can't play like that and not care." "Now you sound like Kevin. You'll find out the hard way, same as Kevin did. Kevin gave Andrew a lot of grief this spring [...]. Up until then they were fighting like cats and dogs. Now look at them. They're practically trading friendship bracelets and I couldn't fit a crowbar between them if it'd save my life." "But why?" Neil asked. "Andrew hates Kevin's obsession with Exy." "The day they start making sense to you, let me know," Nicky said [...]. "I gave up trying to sort it all out weeks ago. [...] But as long as I'm doling out advice? Stop staring at Kevin so much. You're making me fear for your life over here." "What do you mean?" "Andrew is scary territorial of him. He punched me the first time I said I'd like to get Kevin too wasted to be straight." Nicky pointed at his face, presumably where Andrew had decked him. "So yeah, I'm going to crush on safer targets until Andrew gets bored of him. That means you, since Matt's taken and I don't hate myself enough to try Seth. Congrats." "Can you take the creepy down a level?" Aaron asked. "What?" Nikcy asked. "He said he doesn't swing, so obviously he needs a push." "I don't need a push," Neil said. "I'm fine on my own." "Seriously, how are you not bored of your hand by now?" "I'm done with this conversation," Neil said. "This and every future variation of it [...]." The stadium door slammed open as Andrew showed up at last. [...] "Kevin wants to know what's taking you so long. Did you get lost?" "Nicky's scheming to rape Neil," Aaron said. "There are a couple flaws in his plan he needs to work out first, but he'll get there sooner or later." [...] "Wow, Nicky," Andrew said. "You start early." "Can you really blame me?" Nicky glanced back at Neil as he said it. He only took his eyes off Andrew for a second, but that was long enough for Andrew to lunge at him. Andrew caught Nicky's jersey in one hand and threw him hard up against the wall. [...] "Hey, Nicky," Andrew said in stage-whisper German. "Don't touch him, you understand?" "You know I'd never hurt him. If he says yes-" "I said no." "Jesus, you're greedy," Nicky said. "You already have Kevin. Why does it-" He went silent, but it took Neil a moment to realize why. Andrew had a short knife pressed to Nicky's Jersey. [...] Neil was no stranger to violence. He'd heard every threat in the book, but never from a man who smiled as bright as Andrew did. Apathy, anger, madness, boredom: these motivators Neil knew and understood. But Andrew was grinning like he didn't have a knife point where it'd sleep perfectly between Nicky's ribs, and it wasn't because he was joking. Neil knew Andrew meant it. [...] "Hey, are we playing or what?" Neil asked. "Kevin's waiting." [...] Andrew let go of Nicky and spun away. [...] Nicky looked shaken as he stared after the twins, but when he realized Neil was watching him he rallied with a smile Neil didn't believe at all. "On second thought, you're not my type after all [...].

Develop flourishing schools … The purpose of the education system should be to create capable and emotionally well-rounded young people who are happy and motivated. At its heart, education policy must acknowledge that the best way of enabling people to realize their potential is to value them for who they are rather than their measuring their performance against exams and targets. Children have multiple intelligences and all schools should have a strategy to develop pupils’ overall well-being. The curriculum needs to be broadened to include more opportunities around sports, arts, creativity and other engaging activities. An education system which promotes flourishing would lead to higher productivity, a more entrepreneurial society and greater active citizenship.

Expository preaching will impact your congregation, because it helps you be faithful to the text and be relevant to your context in regular ministry implement a strategy for equipping and energizing your people for long-term faithfulness to God and the ministry overcome your tendency to target a sermon to a particular person or group and be protected from that charge avoid skipping over what does not suit your taste or temperament on any given day carry on a cohesive ministry in the middle of multiple dimensions and demands on you as a pastor enhance the dignity of the pastoral work since you stand under the authority of God’s Word as you preach integrate the conversation of the church around the message of the week communicate the intentions of God for your congregation as seen by its human leaders orient people around a common vision, thus helping you surface the voluntary labor force needed to achieve the vision motivate people to action in implementing the program of the church with God’s sanction garner the credibility needed to lead the church to change model effective ministry to present and future teachers and preachers outline the agenda for corporate spirituality make your congregation biblically literate

Banks have been a frequent target for hackers in recent years, with the vast majority of attacks motivated by financial theft. But not all of them. In the past two years, U.S. banks have been targets of a series of politically motivated attacks from Iran, in which a group of Iranian hackers flooded bank websites with so much online traffic - a method called a distributed denial of service attack - that the sites slowed or intermittently collapsed. Hackers who took credit for those attacks said they went after the banks in retaliation for an anti-Islam video that mocked the Prophet Muhammad. U.S. intelligence officials said the group was actually a cover for the Iranian government. Officials claimed Iran was waging the attacks in retaliation for Western economic sanctions and for attacks on its own systems.

His emotions are not for men, they are for his vision.

What motivates some people will not motivate others, a fact that provides all the more reason to understand the needs of your particular target audience.

The twelve management principles of IBM are: Principle #1 - The purpose and mission should be set clearly. Additionally noble and fair objective should be set. Principle #2 – Goals should be specific and when the targets are set, employees should be notified. Principle #3 – Your heart should always be full with strong and persistent passionate desire. Principle #4 – You should be the one who strives for the most. The tasks that you set should be reasonable, and you should work hard on completion. Principle #5 – Costs should be minimized and profit should be maximized. The profit should not be chased but the inflows and the outflows should be controlled. Principle #6 – Top management should be the one to set pricing strategy. They need to find the perfect balance between profitability and happy customers. Principle #7 – The business management requires strong will. Principle #8 - The manager should have corresponding mentality. Principle #9 – Every challenge should be faced with courage. Each challenge should be resolved in fair way. Principle #10 – Creativity should always be present. New stop to innovate and improve, otherwise you will not be able to compete in today’s tough world. Principle #11 – Never forget to be a human. You need to be kind, fair and sincere. Principle #12 – Never lose your hope. Be positive, happy, cheerful and keep your hopes alive. Deciding which way you want your company to go is essential for ensuring success. You can follow IBM’s example, or adapt these principles to fit your situation. I always recommend that you ensure that every employee knows your principles. Employees will feel more confident, secure and motivated if they start working in a company that knows what it wants, where it will be in 10 years, what should be done in order to reach the specific/or set goals, etc. Once you have your principles it is important that you follow them as well. Leading from the front is the best way to inspire those around you.

The problem many schools face is that they are grouping failed learners and students with motivational issues in the same intervention. This happens when schools target students for interventions based on grades or test scores.

Libby tried to scramble down, but the hem of her dress became snagged in the wheel axle and her urgent tugs did nothing to free it. In an instant Michael was by her side, leaning across her and pulling the trapped muslin free. Libby’s eyes widened in horror as his two hands encompassed her waist and she was bodily lifted from the cart and set on the cobblestone street as gently as if she were made of porcelain. “Get your hands off my daughter.” She startled at the venom in her father’s voice and scurried toward the house, but she was no match for Michael’s long-legged stride as he caught up with her at the base of the porch. Didn’t he realize that he was making the situation worse? Michael looked her father directly in the eye. “Mr. Sawyer—” “Professor Sawyer.” “Professor Sawyer,” Michael amended. “Your daughter has been very gracious. Her knowledge of the plants in the area is astounding.” “Her foolishness is astounding! And I ought to have you arrested . . . taking liberties with a mental deficient too stupid to know your motives.” Libby flinched at the fury in her father’s voice and heat gathered in her cheeks. Michael’s brows lowered and he moved to stand between her and the professor. “My English is not perfect and I do not understand what you just called your daughter, but I understand the tone,” Michael said calmly. “You have cause to resent me, but Libby does not deserve to be the target of your anger. I will not leave her in a house where she may be treated harshly.

Is he a psychopath?” “The relationship between psychopathic and serial killers is particularly interesting. All psychopaths do not become serial murderers. Lucky for us, because there are a lot of them out there. But serial murderers may possess some or many of the traits consistent with those of a psychopath. Psychopaths who commit serial murder do not value human life and are extremely callous in their interactions with their victims. This is particularly evident in sexually motivated serial killers who repeatedly target, stalk, assault, and kill without a sense of remorse. However, being a psychopath alone does not explain the motivations of a serial killer. Psychopaths are not sensitive to themes such as sympathy for their victims or remorse or guilt over their crimes. They do possess certain personality traits that can be detected, particularly their inherent narcissism, selfishness, and vanity. Psychopathy is a personality disorder manifested in people who use a mixture of charm, manipulation, intimidation, and occasionally violence to control others, in order to satisfy their own selfish needs.

World trends are changing at an increasing pace. Does that mean you need to move faster to achieve your goals? No...you don't have to match the speed of your prey. You just need to stop chasing and start anticipating. Don't aim for where your target is...focus on where it will be.

1 = Very important. Do this at once. 2 = Worth doing but takes more time. Start planning it. 3 = Yes and no. Depends on how it’s done. 4 = Not very important. May even be a waste of effort. 5 = No! Don’t do this. Fill in those numbers before you read further, and take your time. This is not a simple situation, and solving it is a complicated undertaking. Possible Actions to Take ____ Explain the changes again in a carefully written memo. ____ Figure out exactly how individuals’ behavior and attitudes will have to change to make teams work. ____ Analyze who stands to lose something under the new system. ____ Redo the compensation system to reward compliance with the changes. ____ “Sell” the problem that is the reason for the change. ____ Bring in a motivational speaker to give employees a powerful talk about teamwork. ____ Design temporary systems to contain the confusion during the cutover from the old way to the new. ____ Use the interim between the old system and the new to improve the way in which services are delivered by the unit—and, where appropriate, create new services. ____ Change the spatial arrangements so that the cubicles are separated only by glass or low partitions. ____ Put team members in contact with disgruntled clients, either by phone or in person. Let them see the problem firsthand. ____ Appoint a “change manager” to be responsible for seeing that the changes go smoothly. ____ Give everyone a badge with a new “teamwork” logo on it. ____ Break the change into smaller stages. Combine the firsts and seconds, then add the thirds later. Change the managers into coordinators last. ____ Talk to individuals. Ask what kinds of problems they have with “teaming.” ____ Change the spatial arrangements from individual cubicles to group spaces. ____ Pull the best people in the unit together as a model team to show everyone else how to do it. ____ Give everyone a training seminar on how to work as a team. ____ Reorganize the general manager’s staff as a team and reconceive the GM’s job as that of a coordinator. ____ Send team representatives to visit other organizations where service teams operate successfully. ____ Turn the whole thing over to the individual contributors as a group and ask them to come up with a plan to change over to teams. ____ Scrap the plan and find one that is less disruptive. If that one doesn’t work, try another. Even if it takes a dozen plans, don’t give up. ____ Tell them to stop dragging their feet or they’ll face disciplinary action. ____ Give bonuses to the first team to process 100 client calls in the new way. ____ Give everyone a copy of the new organization chart. ____ Start holding regular team meetings. ____ Change the annual individual targets to team targets, and adjust bonuses to reward team performance. ____ Talk about transition and what it does to people. Give coordinators a seminar on how to manage people in transition. There are no correct answers in this list, but over time I’ve

The truth is if you don’t have a passion for what you are doing, your energy will eventually fizzle out. It always does. By understanding your goals and the reason why you do what you do, knowing that your target idea supports your why, will motivate you more; and most importantly it will keep you going when times get tough during your business journey.

email to the target-company’s employees. If just one employee clicked the email’s attachment (and all it took was one), the computer would download a webpage crammed with malware, including a “Remote Access Trojan,” known in the trade as a RAT. The RAT opened a door, allowing the intruder to roam the network, acquire the privileges of a systems administrator, and extract all the data he wanted. They did this with economic enterprises of all kinds: banks, oil and gas pipelines, waterworks, health-care data managers—sometimes to steal secrets, sometimes to steal money, sometimes for motives that couldn’t be ascertained. McAfee,

The structures and initial conditions that are required for successful growth are enumerated in the chapters of this book. They include starting with a cost structure in which attractive profits can be earned at low price points and which can then be carried up-market; being in a disruptive position relative to competitors so that they are motivated to flee rather than fight; starting with a set of customers who had been nonconsumers so that they are pleased with modest products; targeting a job that customers are trying to get done; skating to where the money will be, not to where it was; assigning managers who have taken the right courses in the school of experience and putting them to work within processes and organizational values that are attuned to what needs to be done; having the flexibility to respond as a viable strategy emerges; and starting with capital that can be patient for growth. If you start in conditions such as these, you do not need to see deeply into the future. Attractive choices that lead to success will present themselves. It is when you start in conditions that are opposite to these that attractive options may not appear, and the right choices will be difficult to make.

People worried on silly things, worrying nothing but a wastage of time when your target is to win 500mtrs race you must know how to win 1000mtrs race. And must remember that 'Bigger the barrier, Greater the opportunity'..

The following is the basic series of mistakes people make when setting out to achieve goals: 1. Mistargeting by setting objectives that are too low and don't allow for enough correct motivation. 2. Severely underestimating what it will take in terms of actions, resources, money, and energy to accomplish the target. 3. Spending too much time competing and not enough time dominating their sector. 4. Underestimating the amount of adversity they will need to overcome in order to actually attain their desired goal.

For things to change, somebody somewhere has to start acting differently. Maybe it’s you, maybe it’s your team. Picture that person (or people). Each has an emotional Elephant side and a rational Rider side. You’ve got to reach both. And you’ve also got to clear the way for them to succeed. In short, you must do three things: → DIRECT the Rider FOLLOW THE BRIGHT SPOTS. Investigate what’s working and clone it. [Jerry Sternin in Vietnam, solutions-focused therapy] SCRIPT THE CRITICAL MOVES. Don’t think big picture, think in terms of specific behaviors. [1% milk, four rules at the Brazilian railroad] POINT TO THE DESTINATION. Change is easier when you know where you’re going and why it’s worth it. [“You’ll be third graders soon,” “No dry holes” at BP]               → MOTIVATE the Elephant FIND THE FEELING. Knowing something isn’t enough to cause change. Make people feel something. [Piling gloves on the table, the chemotherapy video game, Robyn Waters’s demos at Target] SHRINK THE CHANGE. Break down the change until it no longer spooks the Elephant. [The 5-Minute Room Rescue, procurement reform] GROW YOUR PEOPLE. Cultivate a sense of identity and instill the growth mindset. [Brasilata’s “inventors,” junior-high math kids’ turnaround]                             → SHAPE the Path TWEAK THE ENVIRONMENT. When the situation changes, the behavior changes. So change the situation. [Throwing out the phone system at Rackspace, 1-Click ordering, simplifying the online time sheet] BUILD HABITS. When behavior is habitual, it’s “free”—it doesn’t tax the Rider. Look for ways to encourage habits. [Setting “action triggers,” eating two bowls of soup while dieting, using checklists] RALLY THE HERD. Behavior is contagious. Help it spread. [“Fataki” in Tanzania, “free spaces” in hospitals, seeding the tip jar] ————— OVERCOMING OBSTACLES ————— Here we list twelve common problems that people encounter as they fight for change, along with some advice about overcoming them. (Note

Few things faze me. My reflex is to plot the next move, take calculated risks, set a target, and reach it- even if it means exercising tremendous patience and attempting countless alternative routes to my goal.

Gossiping was an all too common pastime for people in my community – better than anything on the radio or television. The sources of new material were virtually endless and always readily available. The motivations to create or pass on gossip varied from person to person and situation to situation. Rarely was the news positive. On the one hand, gossip seemed quite juicy. It could be intoxicatingly pleasurable. On the other hand, gossip tended to make the unknowing targets miserable when word eventually got back to them. Since I was still far too young to truly understand how I was contributing to this negative cycle, I continued on as though nothing was amiss. Trying to do something about the problem never occurred to me at the time. Later in life, as I became an adult, I took the opportunity to take a really long, deep look at my behavior and at myself. Slowly, I began to unravel the deep, subtle and harmful impact gossip had on my life and on the lives of other people that I loved.

Conman, fake pastors or prophets and fraudsters they all have the same target of people. They target people who want things without paying a fair price for them or people who want things for free without paying a price at all. In life , you have to put in some work and doing some sacrifices in order for you to make it. That is the price you pay for success.

At Oaktree, we strongly reject the idea of waiting for the bottom to start buying. First, there’s absolutely no way to know when the bottom has been reached. There’s no neon sign that lights up. The bottom can be recognized only after it has been passed, since it is defined as the day before the recovery begins. By definition, this can be identified only after the fact. And second, it’s usually during market slides that you can buy the largest quantities of the thing you want, from sellers who are throwing in the towel and while the non-knife-catchers are hugging the sidelines. But once the slide has culminated in a bottom, by definition there are few sellers left to sell, and during the ensuing rally it’s buyers who predominate. Thus the selling dries up and would-be buyers face growing competition. We began to buy distressed debt immediately after Lehman filed for bankruptcy protection in mid-September 2008 as described on page 235, and we continued through year-end, as prices went lower and lower. By the first quarter of 2009, other investors had collected themselves, caught on to the values that were available, and gathered some capital for investment. But with the motivated sellers done selling and buying having begun, it was too late for them to buy in size without pushing up prices. Like so many other things in the investment world that might be tried on the basis of certitude and precision, waiting for the bottom to start buying is a great example of folly. So if targeting the bottom is wrong, when should you buy? The answer’s simple: when price is below intrinsic value. What if the price continues downward? Buy more, as now it’s probably an even greater bargain. All you need for ultimate success in this regard is (a) an estimate of intrinsic value, (b) the emotional fortitude to persevere, and (c) eventually to have your estimate of value proved correct.

A segment is a group of potential customers with similar characteristics, ability, and motivation to buy the product and at a high price. Successful entrepreneurs focus on the one right customer segment. Trying to market a new product to all potential customer segments is likely to result in a lack of focus and create competitive weakness. An entrepreneur seeking to dominate two segments is likely to be at a disadvantage against others who focus on one segment, all other things being equal. Even Walmart focuses on its key target segment and does not try to be all things to all people. That is because each segment is likely to need a unique combination of product, service, pricing, marketing strategy, and positioning, and it is extremely difficult and expensive to reach and convince different types of segments.

• I want my target audience persona to feel that I’m ________ when they read my posts and watch/listen to my content (e.g., motivating, approachable).