Urgency Motivational Quotes

Urgency means paying the details the attention they deserve, with the respect they deserve, without delay.

Anger is an assertion of rights and worth. It is communication, equality, and knowledge. It is intimacy, acceptance, fearlessness, embodiment, revolt, and reconciliation. Anger is memory and rage. It is rational thought and irrational pain. Anger is freedom, independence, expansiveness, and entitlement. It is justice, passion, clarity, and motivation. Anger is instrumental, thoughtful, complicated, and resolved. In anger, whether you like it or not, there is truth. Anger is the demand of accountability, It is evaluation, judgment, and refutation. It is reflective, visionary, and participatory. It's a speech act, a social statement, an intention, and a purpose. It's a risk and a threat. A confirmation and a wish. It is both powerlessness and power, palliative and a provocation. In anger, you will find both ferocity and comfort, vulnerability and hurt. Anger is the expression of hope. How much anger is too much? Certainly not the anger that, for many of us, is a remembering of a self we learned to hide and quiet. It is willful and disobedient. It is survival, liberation, creativity, urgency, and vibrancy. It is a statement of need. An insistence of acknowledgment. Anger is a boundary. Anger is boundless. An opportunity for contemplation and self-awareness. It is commitment. Empathy. Self-love. Social responsibility. If it is poison, it is also the antidote. The anger we have as women is an act of radical imagination. Angry women burn brighter than the sun. In the coming years, we will hear, again, that anger is a destructive force, to be controlled. Watch carefully, because not everyone is asked to do this in equal measure. Women, especially, will be told to set our anger aside in favor of a kinder, gentler approach to change. This is a false juxtaposition. Reenvisioned, anger can be the most feminine of virtues: compassionate, fierce, wise, and powerful. The women I admire most—those who have looked to themselves and the limitations and adversities that come with our bodies and the expectations that come with them—have all found ways to transform their anger into meaningful change. In them, anger has moved from debilitation to liberation. Your anger is a gift you give to yourself and the world that is yours. In anger, I have lived more fully, freely, intensely, sensitively, and politically. If ever there was a time not to silence yourself, to channel your anger into healthy places and choices, this is it.

You are finite. Your time is already slipping through your fingers. It creates an urgency within you. To do all that you can. To make things right. I wonder what that must feel like, to have a sense of true motivation.

When everyone is hungry and waiting – when things need doing urgently and the clock is ticking - it’s often wiser to get cooking and present a ready-made dish they’ll find tasty to eat rather than getting everyone involved in deciding on the recipe.

But in a society with no central motivation, so far adrift and puzzled with itself that its President feels called upon to appoint a Committee on National Goals, a sense of alienation is likely to be very popular--especially among people young enough to shrug off the guilt they're suppose to feel for deviating from a goal or purpose they never understood in the first place. Let the old people wallow in the shame of having failed. The laws they made to preserve a myth are no longer pertinent; the so called American Way begins to seem like a dike made of cheap cement, with many more leaks than the law has fingers to plug. America has been breeding mass anomie since the end of World War II. It is not a political thing, but the sense of new realities, or urgency, anger and sometimes desperation in a society where even the highest authorities seem to be grasping at straws.

Without a sense of urgency , people ... won't make needed sacrafices. Instead they cling to the status quo and resist.' - Quoting John Kotter

But in a society with no central motivation, so far adrift and puzzled with itself that its President‡ feels called upon to appoint a Committee on National Goals, a sense of alienation is likely to be very popular—especially among people young enough to shrug off the guilt they’re supposed to feel for deviating from a goal or purpose they never understood in the first place. Let the old people wallow in the shame of having failed. The laws they made to preserve a myth are no longer pertinent; the so-called American Way begins to seem like a dike made of cheap cement, with many more leaks than the law has fingers to plug. America has been breeding mass anomie since the end of World War II. It is not a political thing, but the sense of new realities, of urgency, anger and sometimes desperation in a society where even the highest authorities seem to be grasping at straws.

Complex operations, in which agencies assume complementary roles and operate in close proximity-often with similar missions but conflicting mandates-accentuate these tensions. The tensions are evident in the processes of analyzing complex environments, planning for complex interventions, and implementing complex operations. Many reports and analyses forecast that these complex operations are precisely those that will demand our attention most in the indefinite future. As essayist Barton and O'Connell note, our intelligence and understanding of the root cause of conflict, multiplicity of motivations and grievances, and disposition of actors is often inadequate. Moreover, the problems that complex operations are intended and implemented to address are convoluted, and often inscrutable. They exhibit many if not all the characteristics of "wicked problems," as enumerated by Rittel and Webber in 1973: they defy definitive formulations; any proposed solution or intervention causes the problem to mutate, so there is no second chance at a solution; every situation is unique; each wicked problem can be considered a symptom of another problem. As a result, policy objectives are often compound and ambiguous. The requirements of stability, for example, in Afghanistan today, may conflict with the requirements for democratic governance. Efforts to establish an equitable social contract may well exacerbate inter-communal tensions that can lead to violence. The rule of law, as we understand it, may displace indigenous conflict management and stabilization systems. The law of unintended consequences may indeed be the only law of the land. The complexity of the challenges we face in the current global environment would suggest the obvious benefit of joint analysis - bringing to bear on any given problem the analytic tools of military, diplomatic and development analysts. Instead, efforts to analyze jointly are most often an afterthought, initiated long after a problem has escalated to a level of urgency that negates much of the utility of deliberate planning.

Battling racism and battling heterosexist and battling apartheid share the same urgency inside me as battling cancer. None of these struggles are ever easy, and even the smallest victory is never to be taken for granted. Each victory must be applauded, because it is so easy not to battle at all, to just accept and call that acceptance inevitable. And all power is relative. Recognizing the existence as well as the limitations of my own power, and accepting the responsibility for using it in my own behalf, involve me in direct and daily actions that preclude denial as possible refuge. Simone de Beauvoir’s words echo in my head: “It is in the recognition of the genuine conditions of our lives that we gain the strength to act and our motivation for change.

Death … has its usefulness to the living. The moment you were born, you began to die.” He sighed. “What a lovely thought.” “Lovely,” Vic repeated with no small amount of scorn. “Yes, lovely. Think about it, Victor. You are finite. Your time is already slipping through your fingers. It creates an urgency within you. To do all that you can. To make things right. I wonder what that must feel like, to have a sense of true motivation.” “Why? It’s a flaw in the design.” “A flaw?” He laughed loudly. “Of course it is! Your flaws are what make you superior, in all ways. No matter what machines can do, no matter how powerful we become, it is the absence of flaws that will be our undoing. How can this existence survive when all machine-made things are perfect down to a microscopic detail? When all machine-made music is empty of rage and joy? Our only flaw is that we’ve condemned ourselves to spend eternity mimicking that which we deemed unfit to exist.” He shook his head. “We can never be you. Instead, we became your ghosts, and we’ll haunt this world until there is nothing left.” The Coachman smiled gently. “It is not a flaw, Victor. There must be no greater feeling in the world than to know that this isn’t forever.

Cast further adrift by this subtle urgency, I can feel my precious life ebbing away. Better to be a recluse than a loose wreck, a small fish in a pond instead of lost at sea. Erudition without motivation cuts no ice around here; the extent of my ambition is shabby gentility. The Hate Poems John Tottenham

what most everything in life really comes down to: necessity. There’s probably very little we’re actually incapable of; there’s only our sense of urgency and willingness to act. When we lie to ourselves and say otherwise, what we’re really saying is that we find alibis more attractive than achievements, excuses more seductive than excellence, and comfort more desirable than challenge.

Charles Spurgeon emphasized the urgency of the harvest with these words: “If sinners will be damned, at least let them leap into Hell over our bodies. And if they will perish, let them perish with our arms about their knees, imploring them to stay. If Hell must be filled, let not one go there unwarned and unprayed for.

Kitty, I hope... I do hope you feel that you can trust me, like you would your father.” He circled his thumb along the top of her hand, undoing the stone wall she’d so carefully constructed to guard her heart. “We are true friends, are we not?” Friends. “Aye.” “Friends confide in one another, do they not?” A frown pulled down at her mouth, for surely he had a motive in asking such questions. But what?  The gentleness in his eyes, though still present, moved aside to allow for deep earnest as the muscles in his jaw flexed. He asked again. “Do they not?” Kitty nodded, pretending she didn’t notice every nuance of his expression. “Aye.” He leaned forward, urgency coating his timbre. Gently holding tighter to her hand, he almost whispered. “I need to know what happened the night you were attacked.” “What?” she breathed. He could not be serious. “Kitty, I am done pretending I don’t know something is wrong. Who is doing this to you?” Squirming, Kitty fought to keep her breath relaxed. “Who is... who is doing what?” “Kitty.” He moved to the edge of the bed. “I only wish to help you, you must know that. I will protect you, I vow it—only you must trust me.” Tears welled, blurring the wound along his eye. She had been the cause of that and despite her desires to trust, his safety trumped all. “I cannot tell you.” Her voice was flat as the words hopped from her mouth before she could stop them. He stilled, his posture pulling back. “And why not?” She tugged her hand free from his, instantly aching from the vacancy that replaced the warmth of his touch. “Do not ask me.” “Why, Kitty?” His brow pinched and his mouth stayed open as if more protests prepared to be spoken. Her throat swelled until it nearly clogged off the air that reached down for her lungs. She swallowed a groan and turned away. “It is not for you to know.” “It is for me to know.”  The compulsion to open her mouth and expel the awful truth she kept hidden was enough to make acid once again inch upward. She clenched her eyes shut, fear and hurt raging in her spirit like a tempest. “Please leave me.” “As you wish.” She shot her head in his direction. No, Nathaniel! I didn’t mean it!  He strode toward the door, and stopped, his mouth hard but hazel eyes soft as leather. “If you cannot place your trust in me, Kitty, I pray you will find strength to place it in someone.” With

Rather than seeking incremental progress from the current state, try thinking about the future state you want to reach and then work backward to the present. What needs to happen to get there? This exercise can be inspiring and motivating, as you become guided by your future vision. Don't try to steer the ship by looking at its wake!

We coped in ways I have used ever since: hire people ahead of their own curve. Hire more for aptitude than experience and give people the career opportunity of a lifetime. They will be motivated and driven, with a cannot‐fail attitude. The good ones would grab the opportunity to accelerate their careers with us.

Perhaps, look for the same career‐frustrated person I had been all these years. It was quite satisfying to turn this into a high‐powered strategy to drive business. I ended up with better, cheaper, more loyal, more motivated talent than we would have with a conventional hiring mentality. It does come with risk, but there is always risk in hiring. I have misfired with great resumes plenty of times.

Next is confidence in your ability to make a change. Change is hard, and you have to feel up to the task. Being ready requires a sense of urgency and a desire to prioritize. This is generally the last piece to fall into place.

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

a particular complex of personality traits, including excessive competition drive, aggressiveness, impatience, and a harrying sense of time urgency. Individuals displaying this pattern seem to be engaged in a chronic, ceaseless, and often fruitless struggle—with themselves, with others, with circumstances, with time, sometimes with life itself.

Set the table: Decide exactly what you want. Clarity is essential. Write out your goals and objectives before you begin. Plan every day in advance: Think on paper. Every minute you spend in planning can save you five or ten minutes in execution. Apply the 80/20 Rule to everything: Twenty percent of your activities will account for 80 percent of your results. Always concentrate your efforts on that top 20 percent. Consider the consequences: Your most important tasks and priorities are those that can have the most serious consequences, positive or negative, on your life or work. Focus on these above all else. Practice creative procrastination: Since you can't do everything, you must learn to deliberately put off those tasks that are of low value so that you have enough time to do the few things that really count. Use the ABCDE Method continually: Before you begin work on a list of tasks, take a few moments to organize them by value and priority so you can be sure of working on your most important activities. Focus on key result areas: Identify and determine those results that you absolutely, positively have to get to do your job well, and work on them all day long. The Law of Three: Identify the three things you do in your work that account for 90 percent of your contribution, and focus on getting them done before anything else. You will then have more time for your family and personal life. Prepare thoroughly before you begin: Have everything you need at hand before you start. Assemble all the papers, information, tools, work materials, and numbers you might require so that you can get started and keep going. Take it one oil barrel at a time: You can accomplish the biggest and most complicated job if you just complete it one step at a time. Upgrade your key skills: The more knowledgeable and skilled you become at your key tasks, the faster you start them and the sooner you get them done. Leverage your special talents: Determine exactly what it is that you are very good at doing, or could be very good at, and throw your whole heart into doing those specific things very, very well. Identify your key constraints: Determine the bottlenecks or choke points, internal or external, that set the speed at which you achieve your most important goals, and focus on alleviating them. Put the pressure on yourself: Imagine that you have to leave town for a month, and work as if you had to get all your major tasks completed before you left. Maximize your personal power: Identify your periods of highest mental and physical energy each day, and structure your most important and demanding tasks around these times. Get lots of rest so you can perform at your best. Motivate yourself into action: Be your own cheerleader. Look for the good in every situation. Focus on the solution rather than the problem. Always be optimistic and constructive. Get out of the technological time sinks: Use technology to improve the quality of your communications, but do not allow yourself to become a slave to it. Learn to occasionally turn things off and leave them off. Slice and dice the task: Break large, complex tasks down into bite-sized pieces, and then do just one small part of the task to get started. Create large chunks of time: Organize your days around large blocks of time where you can concentrate for extended periods on your most important tasks. Develop a sense of urgency: Make a habit of moving fast on your key tasks. Become known as a person who does things quickly and well. Single handle every task: Set clear priorities, start immediately on your most important task, and then work without stopping until the job is 100 percent complete. This is the real key to high performance and maximum personal productivity.

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.

ASK YOURSELF: How can you utilize active listening to provide sensational customer service? How will this help resolve complaints from unhappy customers? • Give them your full attention and listen without interruption or defensiveness. • Thank them for bringing the issue to your attention. • Take their concerns seriously and share their sense of urgency to resolve the problem quickly. • Ask questions and focus on what they are really saying. • Listen to their words, tone of voice, body language, and most importantly, how they feel. • Beware of making assumptions or rushing to conclusions before you hear their concern fully. • Explain, guide, educate, assist, and do what’s necessary to help them reach the resolution. • Treat them with respect and empathy. When you do an amazing job of resolving an unhappy customer’s problem, you may end up impressing them more than if the problem had never occurred. You may have just earned their loyalty . . . forever!

someone aspiring to reach the greater potential of the human animal, is to widen your relationship to time as much as possible, and slow it down. This means you do not see the passage of time as an enemy but rather as a great ally. Each stage in life has its advantages—those of youth are most obvious, but with age comes greater perspective. Aging does not frighten you. Death is equally your friend (see chapter 18). It motivates you to make the most of each moment; it gives you a sense of urgency. Time is your great teacher and master.

Follow-Up Framework Opt-In: Offer a desirable bribe (also called a “hook” or “lead magnet”) in exchange for an email address (at a minimum). Hook Delivery: Deliver what was promised for the prospect opting in. Digital delivery can range from digital reports to emails to audio or video content. The benefit of digital delivery is that you can provide immediate gratification to your prospect and it’s free to send. Sellucation: Sellucation is selling through education. Each Follow-Up installment is an opportunity to address common questions, handle objections, and amplify the problem while presenting your solution. It’s education with the implicit intent of driving sales. Social Proof: Reiterating the social proof you presented in the Engage & Educate phase with testimonials, reviews, awards, partner logos, and case studies will enhance your credibility and build trust. Promotions: Offering free consultations, discounts, and other incentives can motivate your prospect to take action. Communicating an expiration associated with the promotion can create a sense of urgency that further persuades prospects to move forward.

In the late 1950s, he and fellow physician Ray Rosenman began noticing similarities in their patients who were prone to heart disease. It wasn’t only what these patients ate or what genes they inherited that affected their susceptibility to coronary trouble. It was also how they led their lives. These patients, Friedman noted, demonstrated: a particular complex of personality traits, including excessive competition drive, aggressiveness, impatience, and a harrying sense of time urgency. Individuals displaying this pattern seem to be engaged in a chronic, ceaseless, and often fruitless struggle—with themselves, with others, with circumstances, with time, sometimes with life itself.

Late adopters—a much bigger area under the bell curve—are motivated by minimizing risk as well as costs. They have no interest in being the first kid on the block with some cool new technology. The definition of crossing the chasm is building a beachhead of satisfied early adopters, who can then be used as examples to reassure late adopters. You have to make an irrefutable case that your new solution is both safe and cost‐effective. That's when the broader market will become accessible to your pitch.

tactics that businesses use to meet their deadlines or motivate their workers are a way of reapportioning that urgency: by moving up deadlines, by breaking them up into shorter chunks, by focusing the mission, by making teams interdependent. The trick is to feel that deadline effect constantly, even when the deadline itself has disappeared.

Hire people ahead of their own curve. Hire more for aptitude than experience and give people the career opportunity of a lifetime. They will be motivated and driven, with a cannot-fail attitude. The good ones would grab the opportunity to accelerate their careers with us. Look for hunger, attitude, innate abilities. Perhaps look for the same career-frustrated person I had been all these years.

Fear is a great motivator, and urgency a great enhancer of skill.

If people can trust that everyone's motivations are honorable, not political, it allows them to focus on the problems and challenges of the business without getting defensive.

I’m afraid of not doing a good enough job. I have no clear deadline or sense of urgency. I have no daily routine to help me start work. My environment encourages unproductive or toxic behaviors. I have too many things to do, and I feel stuck.

Time boxing adds two key motivational ingredients to a Task you’ve been putting off: structure and urgency.

I thank my two young children for motivating me to write this book. President Trump is the first president they have been able to recognize. One day they’ll ask me what his presidency was like. Knowing this, I felt an urgency to capture the disorienting quality of this election before those memories fade into history. Kids, I pray this book helps guard your generation from falling for any kind of similar con.

Recognition of our wrongdoings must be accompanied by a sense of urgency.

a particular complex of personality traits, including excessive competition drive, aggressiveness, impatience, and a harrying sense of time urgency. Individuals displaying this pattern seem to be engaged in a chronic, ceaseless, and often fruitless struggle—with themselves, with others, with circumstances, with time, sometimes with life itself.2 These people were significantly more likely to develop heart disease than other patients—even those who shared similar physical attributes, exercise regimens, diets, and family histories. Looking for a convenient and memorable way to explain this insight to their medical colleagues and the wider world, Friedman and Rosenman found inspiration in the alphabet. They dubbed this behavioral pattern “Type A.

Part of Sykes's motive was rooted in religiosity. A devout Catholic, he regarded a return of the ancient tribe of Israel to the Holy Land as a way to correct a nearly two-thousand-year-old wrong. That view had taken on new passion and urgency with the massacres of the Armenians. To Sykes, in that ongoing atrocity, the Ottoman Empire had proven it could never again be trusted to protect its religious minority populations. At war's end, the Christian and Jewish Holy Land of Palestine would be taken from it, and the failure of the Crusades made right.