Workers Motivational Quotes

Why Not You? Today, many will awaken with a fresh sense of inspiration. Why not you? Today, many will open their eyes to the beauty that surrounds them. Why not you? Today, many will choose to leave the ghost of yesterday behind and seize the immeasurable power of today. Why not you? Today, many will break through the barriers of the past by looking at the blessings of the present. Why not you? Today, for many the burden of self doubt and insecurity will be lifted by the security and confidence of empowerment. Why not you? Today, many will rise above their believed limitations and make contact with their powerful innate strength. Why not you? Today, many will choose to live in such a manner that they will be a positive role model for their children. Why not you? Today, many will choose to free themselves from the personal imprisonment of their bad habits. Why not you? Today, many will choose to live free of conditions and rules governing their own happiness. Why not you? Today, many will find abundance in simplicity. Why not you? Today, many will be confronted by difficult moral choices and they will choose to do what is right instead of what is beneficial. Why not you? Today, many will decide to no longer sit back with a victim mentality, but to take charge of their lives and make positive changes. Why not you? Today, many will take the action necessary to make a difference. Why not you? Today, many will make the commitment to be a better mother, father, son, daughter, student, teacher, worker, boss, brother, sister, & so much more. Why not you? Today is a new day! Many will seize this day. Many will live it to the fullest. Why not you?

I survive at the edge of friends circles.

Be a worthy worker and work will come.

If you know that I am genius Then know that you made me genius Everyone don't accept me as genius Because they aren't genius to belief me as genius

Do what ought to be done, here and now, to get you somewhere — anywhere.

There is no shortcut for hard work that leads to effectiveness. You must stay disciplined because most of the work is behind the scenes.

My men are my money.

A strong and capable leader can stand on their own two feet. A wimpy puppet of a leader needs to have their father, their father-in-law, mother, mother-in-law, sister, nursemaid, paid 'yes' people, etc. prop him up. That's fine if he is a baby, but not fine when he is a grown man. If he is capable of leading a company without the help of nepotism, then his workers will respect him and naturally get motivated to support him as a leader. - Strong by Kailin Gow

As I would learn later on, developed countries will always welcome the Einsteins of this world -- those individuals whose talents are already recognized and deemed to have value. This welcome doesn't usually extend to the poor and uneducated people seeking to enter the country. But the truth, supported by the facts of history and the richness of immigrant contribution to America's distinction in the world, is that the most entrepreneurial, innovative, motivated citizen is the one who has been given an opportunity and wants to repay the debt.

What if not just women, but both men and women, worked smart, more flexible schedules? What if the workplace itself was more fluid than the rigid and narrow ladder to success of the ideal worker? And what if both men and women became responsible for raising children and managing the home, sharing work, love, and play? Could everyone then live whole lives?

A great deal has been written on the question of how to motivate industrial workers. Presumably such literature arises because so many jobs have been made so trivial that few people can find any meaning at all in them.

So what is Adam’s insight? Having workers meet the people they are helping is the greatest motivator, even if they only meet for a few minutes. It imbues one’s work with a significance that transcends careerism or money.

He had been taught as a child that Urras was a festering mass of inequity, iniquity, and waste. But all the people he met, and all the people he saw, in the smallest country village, were well dressed, well fed, and contrary to his expectations, industrious. They did not stand about sullenly waiting to be ordered to do things. Just like Anaresti, they were simply busy getting things done. It puzzled him. He had assumed that if you removed a human being's natural incentive to work -- his initiative, his spontaneous creative energy -- and replaced it with external motivation and coercion, he would become a lazy and careless worker. But no careless workers kept those lovely farmlands, or made the superb cars and comfortable trains. The lure and compulsion of profit was evidently a much more effective replacement of the natural initiative than he had been led to believe.

If you're not a smart worker, it's about how hard you work double the amount from the heart; if you're not a hard worker, it's about how smart you work but times two from the brain.

Leaders lead the way and people follow them to achieve the desired goal. If we assume the business a ship, then a leader acts as the captain. Being a prolific leader, Aman Mehndiratta has proved the definition of a true leader. He leads, motivates, commands and sails with the co-workers, apart from throwing orders only.

... In a ROWE* people don't have schedules. They show up when they want. They don't have to be in the office at certain time, or anytime. They just have to get their work done. How they do it ? When they do it ? Where they do it ? It's totally up to them. Meetings & this kind of environments are Optional. What happens ... ? Almost across the board ! - Productivity goes up - Worker Engagement goes up - Worker Satisfaction goes up - Turnovers goes down - Autonomy .. Mastery .. Purpose - these are the building blocks of new way of doing things." ______________________________________________________________ *ROWE: results-only work environment

Great leaders, in contrast, are able to inspire people to act. Those who are able to inspire give people a sense of purpose or belonging that has little to do with any external incentive or benefit to be gained. Those who truly lead are able to create a following of people who act not because they were swayed, but because they were inspired. For those who are inspired, the motivation to act is deeply personal. They are less likely to be swayed by incentives. Those who are inspired are willing to pay a premium or endure inconvenience, even personal suffering. Those who are able to inspire will create a following of people—supporters, voters, customers, workers—who act for the good of the whole not because they have to, but because they want to.

Every generation needs caretakers - and the caretaker of your generation is you.

learn—because it’s not the knowledge itself that’s as important as showing that you have the generic ability to learn and complete schoolwork. Signaling also explains the sheepskin effect, where actually earning a diploma is more valuable than the individual years of learning that went into it—because employers prefer workers who stick around and finish what they start.

These crimes were all motivated by economic jealousy. Either the Negroes in the area were more prosperous than the Whites, or the black workers would not let themselves be exploited thoroughly. In all cases, the principal culprits were never troubled, for the simple reason that they were always incited, encouraged, spurred on, then protected, by the politicians, financiers, and authorities, and above all, by the reactionary press.

This vacillation between assertion and denial in discussions about organised abuse can be understood as functional, in that it serves to contain the traumatic kernel at the heart of allegations of organised abuse. In his influential ‘just world’ theory, Lerner (1980) argued that emotional wellbeing is predicated on the assumption that the world is an orderly, predictable and just place in which people get what they deserve. Whilst such assumptions are objectively false, Lerner argued that individuals have considerable investment in maintaining them since they are conducive to feelings of self—efficacy and trust in others. When they encounter evidence contradicting the view that the world is just, individuals are motivated to defend this belief either by helping the victim (and thus restoring a sense of justice) or by persuading themselves that no injustice has occurred. Lerner (1980) focused on the ways in which the ‘just world’ fallacy motivates victim-blaming, but there are other defences available to bystanders who seek to dispel troubling knowledge. Organised abuse highlights the severity of sexual violence in the lives of some children and the desire of some adults to inflict considerable, and sometimes irreversible, harm upon the powerless. Such knowledge is so toxic to common presumptions about the orderly nature of society, and the generally benevolent motivations of others, that it seems as though a defensive scaffold of disbelief, minimisation and scorn has been erected to inhibit a full understanding of organised abuse. Despite these efforts, there has been a recent resurgence of interest in organised abuse and particularly ritualistic abuse (eg Sachs and Galton 2008, Epstein et al. 2011, Miller 2012).

I have noticed over the past three years that most African Christians depend on their pastor or preachers for directions in life than their lecturers, politicians and nurses. That tells why most people refuse certain medical priorities with regards to their pastor's messages. I think if every pastor should have entrepreneurial knowledge coupled with spiritual integrity, Africa will shake!

The motives behind scientism are culturally significant. They have been mixed, as usual: genuine curiosity in search of truth; the rage for certainty and for unity; and the snobbish desire to earn the label scientist when that became a high social and intellectual rank. But these efforts, even though vain, have not been without harm, to the inventors and to the world at large. The "findings" have inspired policies affecting daily life that were enforced with the same absolute assurance as earlier ones based on religion. At the same time, the workers in the realm of intuition, the gifted finessers - artists, moralists, philosophers, historians, political theorists, and theologians - were either diverted from their proper task, while others were looking on them with disdain as dabblers in the suburbs of Truth.

Labor experts call this kind of stratification a tactic: create a sense of hierarchy and you motivate workers to compete with one another to please the bosses and get to the next category up, instead of fighting together to get rid of the categories and create a common, improved work environment for everyone.

Production is carried on for profit, not for use. There is no provision that all those able and willing to work will always be in a position to find employment; an “army of unemployed” almost always exists. The worker is constantly in fear of losing his job. Since unemployed and poorly paid workers do not provide a profitable market, the production of consumers’ goods is restricted, and great hardship is the consequence. Technological progress frequently results in more unemployment rather than in an easing of the burden of work for all. The profit motive, in conjunction with competition among capitalists, is responsible for an instability in the accumulation and utilization of capital which leads to increasingly severe depressions. Unlimited competition leads to a huge waste of labor, and to that crippling of the social consciousness of individuals which I mentioned before.

You know that the pursuit of worldly things does not bring contentment. Find satisfaction in becoming a worker among the Lord's workers

If a worker’s motivation is slumping, it’s probably because the work is weakly defined or appears pointless, or because others on the team are acting like tools.

People. They're not all bad, but do you really want to risk it? Perhaps that was the unofficial motto of the Soviet Union...

The one major factor that motivated people was the work itself. If the work was exciting and interesting, the worker looked forward to doing it and was motivated to do a good job.

Hard worker always feel energetic.

In fact, rarely have I seen an optimistic and motivated worker under the supervision of a pessimistic, apathetic manager. As the leaders go, so go their employees.

Workers can offer guidance for improving the work.

Like money, approval from others is a form of extrinsic reward. Our culture has educated us to hunger for reward. We attended schools that used extrinsic means to motivate us to study; we grew up in homes where we were rewarded for being good little boys and girls, and were punished when our caretakers judged us to be otherwise. Thus, as adults, we easily trick ourselves into believing that life consists of doing things for reward; we are addicted to getting a smile, a pat on the back, and people’s verbal judgments that we are a “good person,” “good parent,” “good citizen,” “good worker,” “good friend,” and so forth. We do things to get people to like us and avoid things that may lead people to dislike or punish us.

It takes courage to be honest and to work, while others play, cheat, sponge like parasites or are idle. There is value in the work that you choose to do, and you are an innately valuable person.

Instead of viewing money and position as the sole or even chief markers of success, women also tend to place a high value on the quality of their lives at work and the impact of their contributions. Enjoying co-workers and clients, having some degree of control over their time, and believing that their work makes a positive difference in the world are key motivators for many successful women.

If the work was exciting and interesting, the worker looked forward to doing it and was motivated to do a good job. That is what every successful person loves: the game. The chance for self-expression.

bonuses don't really motivate workers. Once they reach a certain baseline salary, money is no longer the main driver. They need something more. Reams have been written about the Millennial generation's hunter for impact and meaning at work. In one way, I think Millennials (and Generation Z) are not so different from the rest of us. They just voice the desires the rest of us have learned to keep quiet.

The discussion on motivation of work usually considers only the first problem, namely whether this or that incentive increases the economic productivity of the worker, but not the second, that of his human productivity

I use “anticapitalist” because conservative defenders of capitalism regularly say their liberal and socialist opponents are against capitalism. They say efforts to provide a safety net for all people are “anticapitalist.” They say attempts to prevent monopolies are “anticapitalist.” They say efforts that strengthen weak unions and weaken exploitative owners are “anticapitalist.” They say plans to normalize worker ownership and regulations protecting consumers, workers, and environments from big business are “anticapitalist.” They say laws taxing the richest more than the middle class, redistributing pilfered wealth, and guaranteeing basic incomes are “anticapitalist.” They say wars to end poverty are “anticapitalist.” They say campaigns to remove the profit motive from essential life sectors like education, healthcare, utilities, mass media, and incarceration are “anticapitalist.” In doing so, these conservative defenders are defining capitalism. They define capitalism as the freedom to exploit people into economic ruin; the freedom to assassinate unions; the freedom to prey on unprotected consumers, workers, and environments; the freedom to value quarterly profits over climate change; the freedom to undermine small businesses and cushion corporations; the freedom from competition; the freedom not to pay taxes; the freedom to heave the tax burden onto the middle and lower classes; the freedom to commodify everything and everyone; the freedom to keep poor people poor and middle-income people struggling to stay middle income, and make rich people richer. The history of capitalism—of world warring, classing, slave trading, enslaving, colonizing, depressing wages, and dispossessing land and labor and resources and rights—bears out the conservative definition of capitalism.

The minute a business groups people into categories, it diminishes their unique individuality, which is the most sustainable source of their motivation and desire to contribute. It also puts a box around the workers’ potential.

A great deal has been written on the question of how to motivate industrial workers. Presumably such literature arises because so many jobs have been made so trivial that few people can find any meaning at all in them. It may be that techniques of management alone can't cure the problem. But clearly, for even the most potentially interesting jobs to be meaningful, there must be managers who are willing to throw away the management handbooks and take some risks.

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

The people who adjust best to remote work train themselves to be more proactive, entrepreneurial, and motivated. The best remote workers are uncomfortable with the status quo. They avoid complacency and are not afraid to disrupt themselves when necessary.

People are like bees. They're all workers who could be queens, with the right stuff, but once a queen-making has begun, it can't be reversed. A bee that's half way a queen can't turn back into a worker. She'd starve. She must keep growing and then she must leave.

Women are taught to sacrifice, to play nice, to live an altruistic life because a good girl is always rewarded in the end. This is not a virtue; it is propaganda. Submission gets you a ticket to future prosperity that will never manifest. By the time you realize the ticket to success and happiness you have been sold isn’t worth the paper it was printed on, it will be too late. Go on, spend a quarter of your life, even half of your life, in the service of others and you will realize you were hustled. You do not manifest your destiny by placing others first! A kingdom built on your back doesn’t become your kingdom, it becomes your folly. History does not remember the slaves of Egypt that built the pyramids, they remember the Pharaohs that wielded the power over those laborers. Yet here you are, content with being a worker bee, motivated by some sales pitch that inspires you to work harder for some master than you work for yourself, with this loose promise that one day you will share in his wealth. Altruism is your sin. Selfishness is your savior. Ruthless aggression and self-preservation are not evil. Why aren’t females taught these things? Instead of putting themselves first, women are told to be considerate and selfless. From birth, they have been beaten in the head with this notion of “Don’t be selfish!” Fuck that. Your mother may have told you to wait your turn like a good girl, but I’m saying cut in front of that other bitch. Club Success is about to hit capacity, and you don’t want to be the odd woman out. Where are the powerful women? Those who refuse to play by those rules and want more out of life than what a man allows her to have? I created a category for such women and labeled them Spartans. Much like the Greek warriors who fought against all odds, these women refuse to surrender and curtsy before the status quo. Being

The fact is that moving matter about, while a certain amount of it is necessary to our existence, is emphatically not one of the ends of human life. If it were, we should have to consider every navvy superior to Shakespeare. We have been misled in this matter by two causes. One is the necessity of keeping the poor contented, which has led the rich, for thousands of years, to preach the dignity of labor, while taking care themselves to remain undignified in this respect. The other is the new pleasure in mechanism, which makes us delight in the astonishingly clever changes that we can produce on the earth's surface. Neither of these motives makes any great appeal to the actual worker. If you ask him what he thinks the best part of his life, he is not likely to say: "I enjoy manual work because it makes me feel that I am fulfilling man's noblest task, and because I like to think how much man can transform his planet. It is true that my body demands periods of rest, which I have to fill in as best I may, but I am never so happy as when the morning comes and I can return to the toil from which my contentment springs.

There is no doubt, that in this world, there are all sorts of people who look nice, but are empty inside; who do not feel either moral or spiritual aspirations in addition to the physical gifts with which nature blessed them ... But Corneliu Codreanu, his magnificient physique corresponds to an exceptional inner wholeness. Exclamations of admiration from men left him indifferent. Praise angered him. He had only a fighter's greatness and the ambition of great reformers... The characteristic of his soul was goodness. If you want to penetrate the initial motive which prompted Corneliu Codreanu to throw in a fight so hard and almost desperate, the best answer is that he did it out of compassion for suffering people. His heart bled with thousands of injuries to see the misery in which peasants and workers struggled. His love for the people - unlimited! He was sensitive to any suffering the working masses endured. He had a cult for the humble, and showed an infinite attention to their aspirations and their hopes. The smallest window, the most trivial complaint, were examined with the same seriousness with which he addressed grave political problems.

efficiently means providing slots in our schedules where we can maintain an attentional set for an extended period. This allows us to get more done and finish up with more energy. Related to the manager/worker distinction is that the prefrontal cortex contains circuits responsible for telling us whether we’re controlling something or someone else is. When we set up a system, this part of the brain marks it as self-generated. When we step into someone else’s system, the brain marks it that way. This may help explain why it’s easier to stick with an exercise program or diet that someone else sets up: We typically trust them as “experts” more than we trust ourselves. “My trainer told me to do three sets of ten reps at forty pounds—he’s a trainer, he must know what he’s talking about. I can’t design my own workout—what do I know?” It takes Herculean amounts of discipline to overcome the brain’s bias against self-generated motivational systems. Why? Because as with the fundamental attribution error we saw in Chapter 4, we don’t have access to others’ minds, only our own. We are painfully aware of all the fretting and indecision, all the nuances of our internal decision-making process that led us to reach a particular conclusion. (I really need to get serious about exercise.) We don’t have access to that (largely internal) process in others, so we tend to take their certainty as more compelling, in many cases, than our own. (Here’s your program. Do it every day.)

The same ingenious application of slogans, coined by others and tried out before, was apparent in the Nazis' treatment of other relevant issues. When public attention was equally focused on nationalism on the one hand and socialism on the other, when the two were thought to be incompatible and actually constituted the ideological watershed between the Right and the Left, the "National Socialist German Workers' Party" (Nazi) offered a synthesis supposed to lead to national unity, a semantic solution whose double trademark of "German" and "Worker" connected the nationalism of the Right with the internationalism of the Left. The very name of the Nazi movement stole the political contents of all other parties and pretended implicitly to incorporate them all. Combinations of supposedly antagonistic political doctrines (national-socialist, christian-social, etc.) had been tried, and successfully, before; but the Nazis realized their own combination in such a way that the whole struggle in Parliament between the socialists and the nationalists, between those who pretended to be workers first of all and those who were Germans first, appeared as a sham designed to hide ulterior sinister motives—for was not a member of the Nazi movement all these things at once?

For example, the fact that school is boring, arduous, and full of busywork might hinder students’ ability to learn. But to the extent that school is primarily about credentialing, its goal is to separate the wheat (good future worker bees) from the chaff (slackers, daydreamers, etc.). And if school were easy or fun, it wouldn’t serve this function very well. If there were a way to fast-forward all the learning (and retention) that actually takes place in school—for example, by giving students a magic pill that taught them everything in an instant—we would still need to subject them to boring lectures and nitpicky tests in order to credential them.

I’m tired of these sophistries. I’m tired of these right-wing fuckers. They wouldn’t lift a finger themselves. They work contentedly in offices and banks. Yet now they sit pontificating in parliament, in papers, impugning our motives, questioning our judgements. And why? Because they themselves need to feel better by putting down everyone whose work is so much harder than theirs. You only have to say the words ‘social worker’…’probation officer’ … ‘counsellor’ … for everyone in this country to sneer. Do you know what social workers do? Every day? They try and clear out society’s drains. They clear out the rubbish. They do what no one else is doing, what no one else is willing to do. And for that, oh Christ, do we thank them? No, we take our own rotten consciences, wipe them all over the social worker’s face, and say ‘if…’ FUCK! ‘if I did the job, then of course if I did it…oh no, excuse me, I wouldn’t do it like that…’ Well I say: ‘OK, then, fucking do it, journalist. Politician, talk to the addicts. Hold families together. Stop the kids from stealing in the streets. Deal with couples who beat each other up. You fucking try it, why not? Since you’re so full of advice. Sure, come and join us. This work is one big casino. By all means. Anyone can play. But there’s only one rule. You can’t play for nothing. You have to buy some chips to sit at the table. And if you won’t pay with your own time…with your own effort…then I’m sorry. Fuck off!

All of this suggests that we reconsider our huge subsidies and encouragements of school. Yes, there are benefits to credentialing and sorting students—namely, the economic efficiency that results from getting higher-skilled workers into more important jobs. But the benefits seem to pale next to the enormous monetary, psychic, and social waste of the education tournament.19

Happiness, indeed, becomes not only a prerequisite for work - more and more managers claim to select workers according to their levels of happiness and positivity - but also the very content of the work itself, with positive emotions, attitude and motivations rising as essential psychological features, even more important or essential than skills or technical qualifications.

in the following two centuries a common argument in defence of democracy explained that giving citizens political rights is good, because the soldiers and workers of democratic countries perform better than those of dictatorships. Allegedly, granting political rights to people increases their motivation and their initiative, which is useful both on the battlefield and in the factory.

We became the most successful advanced projects company in the world by hiring talented people, paying them top dollar, and motivating them into believing that they could produce a Mach 3 airplane like the Blackbird a generation or two ahead of anybody else. Our design engineers had the keen experience to conceive the whole airplane in their mind’s-eye, doing the trade-offs in their heads between aerodynamic needs and weapons requirements. We created a practical and open work environment for engineers and shop workers, forcing the guys behind the drawing boards onto the shop floor to see how their ideas were being translated into actual parts and to make any necessary changes on the spot. We made every shop worker who designed or handled a part responsible for quality control. Any worker—not just a supervisor or a manager—could send back a part that didn’t meet his or her standards. That way we reduced rework and scrap waste. We encouraged our people to work imaginatively, to improvise and try unconventional approaches to problem solving, and then got out of their way. By applying the most commonsense methods to develop new technologies, we saved tremendous amounts of time and money, while operating in an atmosphere of trust and cooperation both with our government customers and between our white-collar and blue-collar employees. In the end, Lockheed’s Skunk Works demonstrated the awesome capabilities of American inventiveness when free to operate under near ideal working conditions. That may be our most enduring legacy as well as our source of lasting pride.

The reluctance of unschooled workers to follow orders has taken many forms. For example, workers won’t show up for work reliably on time, or they have problematic superstitions, or they prefer to get job instructions via indirect hints instead of direct orders, or they won’t accept tasks and roles that conflict with their culturally assigned relative status with coworkers, or they won’t accept being told to do tasks differently than they had done them before.

It puzzled him. He had assumed that if you removed a human being’s natural incentive to work—his initiative, his spontaneous creative energy—and replaced it with external motivation and coercion, he would become a lazy and careless worker. But no careless workers kept those lovely farmlands, or made the superb cars and comfortable trains. The lure and compulsion of profit was evidently a much more effective replacement of the natural initiative than he had been led to believe. He

Language reflects the monopoly of the industrial mode of production over perception and motivation. The tongues of industrial nations identify the fruits of creative work and of human labor with the outputs of industry. The materialization of consciousness is reflected in Western languages. Schools operate by the slogan "education!" while ordinary language asks what children "learn." The functional shift from verb to noun highlights the corresponding impoverishment of the social imagination. People who speak a nominalist language habitually express proprietary relationships to work which they have. All over Latin America only the salaried employees, whether workers or bureaucrats, say that they have work; peasants say that they do it: "Van a trabajar, pero no tienen trabajo." Those who have been modernized and unionized expect industries to produce not only more goods but also more work for more people. Not only what men do but also what men want is designated by a noun. "Housing" designates a commodity rather than an activity. People acquire knowledge, mobility, even sensitivity or health. They have not only work or fun but even sex.

when Starship was again being stacked on the pad, the winds picked up and some of the workers resisted climbing to the top of the tower, where there was still work to be done scraping off coating and securing the proper connections. So Krebs himself climbed up and began doing the work. “I had to make sure all the workers stayed motivated,” he says. Had he done so, I asked, because he was inspired by Musk, who liked being a battlefield general on the front lines, or was it out of fear? “It’s like Machiavelli taught,” Krebs replied. “You have to have fear and love for the leader. Both.

Fifteen years ago, a business manager from the United States came to Plum Village to visit me. His conscience was troubled because he was the head of a firm that designed atomic bombs. I listened as he expressed his concerns. I knew if I advised him to quit his job, another person would only replace him. If he were to quit, he might help himself, but he would not help his company, society, or country. I urged him to remain the director of his firm, to bring mindfulness into his daily work, and to use his position to communicate his concerns and doubts about the production of atomic bombs. In the Sutra on Happiness, the Buddha says it is great fortune to have an occupation that allows us to be happy, to help others, and to generate compassion and understanding in this world. Those in the helping professions have occupations that give them this wonderful opportunity. Yet many social workers, physicians, and therapists work in a way that does not cultivate their compassion, instead doing their job only to earn money. If the bomb designer practises and does his work with mindfulness, his job can still nourish his compassion and in some way allow him to help others. He can still influence his government and fellow citizens by bringing greater awareness to the situation. He can give the whole nation an opportunity to question the necessity of bomb production. Many people who are wealthy, powerful, and important in business, politics, and entertainment are not happy. They are seeking empty things - wealth, fame, power, sex - and in the process they are destroying themselves and those around them. In Plum Village, we have organised retreats for businesspeople. We see that they have many problems and suffer just as others do, sometimes even more. We see that their wealth allows them to live in comfortable conditions, yet they still suffer a great deal. Some businesspeople, even those who have persuaded themselves that their work is very important, feel empty in their occupation. They provide employment to many people in their factories, newspapers, insurance firms, and supermarket chains, yet their financial success is an empty happiness because it is not motivated by understanding or compassion. Caught up in their small world of profit and loss, they are unaware of the suffering and poverty in the world. When we are not int ouch with this larger reality, we will lack the compassion we need to nourish and guide us to happiness. Once you begin to realise your interconnectedness with others, your interbeing, you begin to see how your actions affect you and all other life. You begin to question your way of living, to look with new eyes at the quality of your relationships and the way you work. You begin to see, 'I have to earn a living, yes, but I want to earn a living mindfully. I want to try to select a vocation not harmful to others and to the natural world, one that does not misuse resources.' Entire companies can also adopt this way of thinking. Companies have the right to pursue economic growth, but not at the expense of other life. They should respect the life and integrity of people, animals, plants and minerals. Do not invest your time or money in companies that deprive others of their lives, that operate in a way that exploits people or animals, and destroys nature. Businesspeople who visit Plum Village often find that getting in touch with the suffering of others and cultivating understanding brings them happiness. They practise like Anathapindika, a successful businessman who lived at the time of the Buddha, who with the practise of mindfulness throughout his life did everything he could to help the poor and sick people in his homeland.

When Amabile analyzed the data, she came to a clear conclusion about one key factor: workers are happiest—and most motivated—when they feel that they accomplish something meaningful at work. These accomplishments do not need to be major breakthroughs: incremental but noticeable progress toward a goal was enough to make her subjects feel good. As one programmer described it, “I smashed that [computer] bug that’s been frustrating me for almost a calendar week. That may not be an event to you, but I live a very drab life, so I’m all hyped.”1 The lesson here is that managers can get the most out of their employees by helping them achieve meaningful progress every day.

Many of the great economic masters, though they had originally favored radio-bliss in moderation as an opiate for the discontented workers, now turned against it. Their craving was for power; and for power they needed slaves whose labor they could command for their great industrial ventures. They therefore developed an instrument which was at once an opiate and a spur. By every method of propaganda they sought to rouse the passions of nationalism and racial hatred. They created, in fact, the "Other Fascism", complete with lies, with mystical cult of race and state, with scorn of reason, with praise of brutal mastery, with appeal at once to the vilest and to the generous motives of the deluded young.

Genuine compliance" The manipulation of symbols is necessary for three reasons. First of all, it persuades the individual to enter the framework of an organization. Second, it furnishes him with reasons, justification, motivations for action. Third, it obtains his total allegiance. More and more we are learning that genuine compliance is essential if action is to be effective. The worker, the soldier, and the partisan must believe in what they are doing, must put all their heart and their good will into it; they must also find their equilibrium, their satisfactions, in their actions. All this is the result of psychological influence, which cannot attain great results alone, but which can attempt anything when combined with organization.

Modern armies no longer line up in neat rows and charge each other from opposite sides of a battlefield. Strangely, however, they still train that way, for example, during marching drills. This practice is useful, it turns out, not to prep for actual battle conditions, but to build trust and solidarity among soldiers in a unit. Our species, for reasons that aren’t entirely clear, is wired to form social bonds when we move in lockstep with each other.48 This can mean marching together, singing or chanting in unison, clapping hands to a beat, or even just wearing the same clothes. In the early decades of the 20th century, IBM used corporate songs to instill a sense of unity among their workers.49 Some companies in Japan still use these practices today.

Finally, we arrive at the question of the so-called nonpolitical man. Hitler not only established his power from the very beginning with masses of people who were until then essentially nonpolitical; he also accomplished his last step to victory in March of 1933 in a "legal" manner, by mobilizing no less than five million nonvoters, that is to say, nonpolitical people. The Left parties had made every effort to win over the indifferent masses, without posing the question as to what it means "to be indifferent or nonpolitical." If an industrialist and large estate owner champions a rightist party, this is easily understood in terms of his immediate economic interests. In his case a leftist orientation would be at variance with his social situation and would, for that reason, point to irrational motives. If an industrial worker has a leftist orientation, this too is by all mean rationally consistent—it derives from his economic and social position in industry. If, however, a worker, an employee, or an official has a rightist orientation, this must be ascribed to a lack of political clarity, i.e., he is ignorant of his social position. The more a man who belongs to the broad working masses is nonpolitical, the more susceptible he is to the ideology of political reaction. To be nonpolitical is not, as one might suppose, evidence of a passive psychic condition, but of a highly active attitude, a defense against the awareness of social responsibility. The analysis of this defense against consciousness of one's social responsibility yields clear insights into a number of dark questions concerning the behavior of the broad nonpolitical strata. In the case of the average intellectual "who wants nothing to do with politics," it can easily be shown that immediate economic interests and fears related to his social position, which is dependent upon public opinion, lie at the basis of his noninvolvement. These fears cause him to make the most grotesque sacrifices with respect to his knowledge and convictions. Those people who are engaged in the production process in one way or another and are nonetheless socially irresponsible can be divided into two major groups. In the case of the one group the concept of politics is unconsciously associated with the idea of violence and physical danger, i.e., with an intense fear, which prevents them from facing life realistically. In the case of the other group, which undoubtedly constitutes the majority, social irresponsibility is based on personal conflicts and anxieties, of which the sexual anxiety is the predominant one. […] Until now the revolutionary movement has misunderstood this situation. It attempted to awaken the "nonpolitical" man by making him conscious solely of his unfulfilled economic interests. Experience teaches that the majority of these "nonpolitical" people can hardly be made to listen to anything about their socio-economic situation, whereas they are very accessible to the mystical claptrap of a National Socialist, despite the fact that the latter makes very little mention of economic interests. [This] is explained by the fact that severe sexual conflicts (in the broadest sense of the word), whether conscious or unconscious, inhibit rational thinking and the development of social responsibility. They make a person afraid and force him into a shell. If, now, such a self-encapsulated person meets a propagandist who works with faith and mysticism, meets, in other words, a fascist who works with sexual, libidinous methods, he turns his complete attention to him. This is not because the fascist program makes a greater impression on him than the liberal program, but because in his devotion to the führer and the führer's ideology, he experiences a momentary release from his unrelenting inner tension. Unconsciously, he is able to give his conflicts a different form and in this way to "solve" them.

There is a wealth of historical data that suggests we prefer a balance of leisure and toil. But we have been convinced through more than two hundred years of propaganda that inactivity is the same as laziness, and that leisure is a shameful waste of time. If you think I’m using the word propaganda metaphorically, you’re wrong. Let’s dial it back to the 1920s for a moment. The battle over work hours was still being fiercely fought throughout the industrialized world, but the workers were winning. The punishing days of the nineteenth century were far behind us, and workdays were getting shorter and shorter in most industries. There seems to have been a realization among employers that they couldn’t win a direct fight, so they used more subtle tactics learned during World War I. Employers realized they could borrow strategies from the War Department in order to motivate the production line.

God. JAMES 2 : 23 Many organizations today fail to tap into their potential. Why? Because the only reward they give their employees is a paycheck. The relationship between employer and employee never develops beyond that point. Successful organizations take a different approach. In exchange for the work a person gives, he receives not only his paycheck, but he is also nurtured by the people he works for. And nurturing has the ability to transform people’s lives. I use the BEST” acronym as a reminder of what people need when they get started with my organization. They need me to . . . Believe in them Encourage them Share with them Trust them Nurturing benefits everyone. What people wouldn’t be more secure and motivated when their leader believes in them, encourages them, shares with them, and trusts them (BEST)? People are more productive when they are nurtured. Even more important, nurturing creates a strong emotional and professional foundation within workers who have leadership potential. Later, using training and development, a leader can be built on that foundation.

When public attention was equally focused on nationalism on one hand and socialism on the other, when the two were thought to be incompatible and actually constituted the ideological watershed between the Right and the Left, the “National Socialist German Workers’ Party” (Nazi) offered a synthesis supposed to lead to national unity, a semantic solution whose double trademark of “German” and “Worker” connected the nationalism of the Right with the internationalism of the Left. The very name of the Nazi movement stole the political contents of all other parties and pretended implicitly to incorporate them all. Combinations of supposedly antagonistic political doctrines (national-socialist, christian-social, etc.) had been tried, and successfully, before; but the Nazis realized their own combination in such a way that the whole struggle in Parliament between the socialists and the nationalists, between those who pretended to be workers first of all and those who were Germans first, appeared as a sham designed to hide ulterior sinister motives—for was not a member of the Nazi movement all these things at once?

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

Man is born into a world of production and social relations. The unequal opportunities of different lands, the more or less rapid improvements in the means of production, and the struggle for life have rapidly created social inequalities that have been crystallized into antagonisms between production and distribution; and consequently into class struggles. These struggles and antagonisms are the motive power of history. Slavery in ancient times and feudal bondage were stages on a long road that led to the artisanship of the classical centuries when the producer was master of the means of production. At this moment the opening of world trade routes and the discovery of new outlets demanded a less provincial form of production. The contradiction between the method of production and the new demands of distribution already announces the end of the regime of small-scale agricultural and industrial production. The industrial revolution, the invention of steam appliances, and competition for outlets inevitably led to the expropriation of the small proprietor and to the introduction of large-scale production. The means of production are then concentrated in the hands of those who are able to buy them; the real producers, the workers, now only dispose of the strength of their arms, which can be sold to the "man with the money." Thus bourgeois capitalism is defined by the separation of the producer from the means of production. From this conflict a series of inevitable consequences are going to spring which allow Marx to predicate the end of social antagonisms.

The anti-technological hysteria that holds broad sections of the Western world in its grip is a product of metaphysics’ decay: it is betrayed by the fact that it clings to false classifications of beings in order to revolt against processes in which the overcoming of these classifications has already been carried out. It is reactionary in the essential sense of the word, because it expresses the ressentiment of obsolete bivalence against a polyvalence that it does not understand. That holds above all for the habits of the critique of power, which are always still unconsciously motivated by metaphysics. Under the old metaphysical schema the division of beings into subject and object is mirrored in the descending grade between master and slave and between worker and material. Within this disposition the critique of power can only be articulated as the resistance of the oppressed object-slave-material side to the subject-master-worker side. But ever since the statement ‘There is information,’ alias ‘There are systems,’ has been in power this opposition has lost its meaning and develops more and more into a playground for pseudo-conflicts. In fact, the hysteria amounts to searching for a master so as to be able to rise up against him. One cannot rule out the possibility that the effect, i.e., the master, has long been on the verge of dissolving and for the most part remains alive as a postulate of the slave fixated on rebellion—as a historicized Left and as a museum humanism. In contrast, a living leftist principle would have to prove itself anew by a creative dissidence, just as the thinking of homo humanus asserts itself in the poetic resistance to the metaphysical and technocratic reflexes of humanolatry.

I met with a group of a hundred or so fifth graders from a poor neighborhood at a school in Houston, Texas. Most of them were on a track that would never get them to college. So I decided then and there to make a contract with them. I would pay for their four-year college education if they kept a B average and stayed out of trouble. I made it clear that with focus, anyone could be above average, and I would provide mentoring support to them. I had a couple of key criteria: They had to stay out of jail. They couldn't get pregnant before graduating high school. Most importantly, they needed to contribute 20 hours of service per year to some organization in their community. Why did I add this? College is wonderful, but what was even more important to me was to teach them they had something to give, not just something to get in life. I had no idea how I was going to pay for it in the long run, but I was completely committed, and I signed a legally binding contract requiring me to deliver the funds. It's funny how motivating it can be when you have no choice but to move forward. I always say, if you want to take the island, you have to burn your boats! So I signed those contracts. Twenty-three of those kids worked with me from the fifth grade all the way to college. Several went on to graduate school, including law school! I call them my champions. Today they are social workers, business owners, and parents. Just a few years ago, we had a reunion, and I got to hear the magnificent stories of how early-in-life giving to others had become a lifelong pattern. How it caused them to believe they had real worth in life. How it gave them such joy to give, and how many of them now are teaching this to their own children.

When the Unconscious has us fully at its mercy we talk not as we should voluntarily choose to talk if we could see all the consequences of our speech, but from a need to relieve some half-perceived pressure. So we grumble humorously about our difficulties, and make ourselves self-conscious by doing so. Or we excuse ourselves defiantly. Or we complain of a trifling injustice, and are sometimes startled to see how much more pity we invoke than the occasion warrants. Once we have found a well-spring of pity and indulgence in another, we are seldom mature enough not to take advantage of it, thus reinforcing our infantilism and defeating our growth. One of the worst wiles of the Will to Fail is that it forces its victim to ask for unnecessary advice. Here again, the universal deep motive for asking for advice (unnecessarily, it should be emphasized once more) is that by so doing we can go on feeling protected and cherished even though we are no longer children. But that again means that we are being provided with advance excuses for failure. If we act on the advice of another and are unsuccessful, obviously the failure is not ours but our counsellor’s; isn’t that plain? So we can continue to day-dream of successful action, to believe that if only we had followed our first impulse we could not have failed. Since such motives can be present, it is wise to scrutinize every impulse to ask for advice. If the origin of the desire is above suspicion, then there is only one further question to ask before seeking help with a clear conscience: “If I worked this out for myself, would I consume only my own time?” If the answer to that is “Yes,” then it is generally better to work out the problem independently, unless the amount of time so expended would be grossly disproportionate to the importance of the result. If you are a creative worker, remember that time spent in finding an independent technique is seldom wasted.

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

Some years ago I saw a documentary on dying whose main theme was that people die as they lived. That was Jimmy. For five years, since he began undergoing operations for bladder cancer and even after his lung cancer was diagnosed, he continued the activities that he considered important, marching against crackhouses, campaigning against the demolition of the Ford Auditorium, organizing Detroit Summer, making speeches, and writing letters to the editor and articles for the SOSAD newsletter and Northwest Detroiter. In 1992 while he was undergoing the chemotherapy that cleared up his bladder cancer, he helped form the Coalition against Privatization and to Save Our City. The coalition was initiated by activist members of a few AFSCME locals who contacted Carl Edwards and Alice Jennings who in turn contacted us. Jimmy helped write the mission statement that gave the union activists a sense of themselves as not only city workers but citizens of the city and its communities. The coalition’s town meetings and demonstrations were instrumental in persuading the new mayor, Dennis Archer, to come out against privatization, using language from the coalition newsletter to explain his position. At the same time Jimmy was putting out the garbage, keeping our corner at Field and Goethe free of litter and rubbish, mopping the kitchen and bathroom floors, picking cranberries, and keeping up “his” path on Sutton. After he entered the hospice program, which usually means death within six months, and up to a few weeks before his death, Jimmy slowed down a bit, but he was still writing and speaking and organizing. He used to say that he wasn’t going to die until he got ready, and because he was so cheerful and so engaged it was easy to believe him. A few weeks after he went on oxygen we did three movement-building workshops at the SOSAD office for a group of Roger Barfield’s friends who were trying to form a community-action group following a protest demonstration at a neighborhood sandwich shop over the murder of one of their friends. With oxygen tubes in his nostrils and a portable oxygen tank by his side, Jimmy spoke for almost an hour on one of his favorite subjects, the need to “think dialectically, rather than biologically.” Recognizing that this was probably one of Jimmy’s last extended speeches, I had the session videotaped by Ron Scott. At the end of this workshop we asked participants to come to the next session prepared to grapple with three questions: What can we do to make our neighborhoods safe? How can we motivate people to transform? How can we create jobs?

To every one Jesus has left a work to do, there is no one who can plead that he is excused. Every Christian is to be a worker with Christ; but those to whom he has intrusted large means and abilities have the greater responsibilities. … The Master has given directions, “Occupy till I come.” He is the great proprietor, and has a right to investigate every transaction, and approve or condemn; he has a right to rebuke, to encourage, to counsel, or to expel. The Lord’s work requires careful thought and the highest intellect. He will not inquire how successful you have been in gathering means to hoard, or that you may excel your neighbors in property, and gather attention to yourself while excluding God from your hearts and homes. He will inquire, What have you done to advance my cause with the talents I lent you? What have you done for me in the person of the poor, the afflicted, the orphan, and the fatherless? I was sick, poor, hungry, and destitute of clothing; what did you do for me with my intrusted means? How was the time I lent you employed? How did you use your pen, your voice, your money, your influence? I made you the depositary of a precious trust by opening before you the thrilling truths heralding my second coming. What have you done with the light and knowledge I gave you to make men wise unto salvation? Our Lord has gone away to receive his kingdom; but he will prepare mansions for us, and then will come to take us to himself. In his absence he has given us the privilege of being co-laborers with him in the work of preparing souls to enter those mansions of light and glory. It was not that we might lead a life of worldly pleasure and extravagance that he left the royal courts of Heaven, clothing his divinity with humanity, and becoming poor that we through his poverty might be made rich. He did this that we might follow his example of self-denial for others. Each one of us is building upon the true foundation, wood, hay, and stubble, to be consumed in the last great conflagration, and our life-work be lost, or we are building upon that foundation, gold, silver, and precious stones, which will never perish, but shine the brighter amid the devouring elements that will try every man’s work. Any unfaithfulness in spiritual and eternal things here will result in loss throughout endless ages. Those who lead a Christless life, who exclude Jesus from heart, home, and business, who leave him out of their counsels, and trust to their own heart, and rely on their own judgment, are unfaithful servants, and will receive the reward which their works have merited. At his coming the Master will call his servants, and reckon with them. The parable certainly teaches that good works will be rewarded according to the motive that prompted them; that skill and intellect used in the service of God will prove a success, and will be rewarded according to the fidelity of the worker. Those who have had an eye single to the glory of God will have the richest reward. -ST 11-20-84

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.

workers worldwide typically resist regimentation, unless the local worker culture and upbringing are unusually modern.31 This complaint was voiced in England at the start of the industrial revolution, and also in developing nations more recently.

A company that is not able to attract, motivate, and hold men of talent and competence will not survive. Increasingly, this will mean attracting, motivating, and holding the knowledge worker. Unlike the manual worker of yesterday, the knowledge worker does not, however, look just for a job. He looks for a career. He looks for an opportunity.

To cope at these poorly managed firms, workers who would otherwise be self-motivated switch their thinking to a kind of short-term survival strategy, where they do whatever is incentivized while remaining open to new opportunities based on their real motivations - usually finding those opportunities outside their current firm.

Usenet bulletin-board posting, August 21, 1994: Well-capitalized start-up seeks extremely talented C/C++/Unix developers to help pioneer commerce on the Internet. You must have experience designing and building large and complex (yet maintainable) systems, and you should be able to do so in about one-third the time that most competent people think possible. You should have a BS, MS, or PhD in Computer Science or the equivalent. Top-notch communication skills are essential. Familiarity with web servers and HTML would be helpful but is not necessary. Expect talented, motivated, intense, and interesting co-workers. Must be willing to relocate to the Seattle area (we will help cover moving costs). Your compensation will include meaningful equity ownership. Send resume and cover letter to Jeff Bezos.

There were certainly multiple factors contributing to these men’s post-moonwalk slump, but the question What do you do after walking on the moon? became a gigantic speed bump. The trouble with moonwalkers and billionaires is when they arrive at the top, their momentum often stops. If they don’t manage to find something to parlay, they turn into the kid on the jungle gym who just hangs from the ring. Not coincidentally, this is the same reason that only one-third of Americans are happy at their jobs. When there’s no forward momentum in our careers, we get depressed, too. As Newton pointed out, an object at rest tends to stay at rest. So how does one avoid billionaire’s depression? Or regular person’s stuck-in-a-dead-end-job, lack-of-momentum-fueled depression? Harvard Business School professor Teresa Amabile took on the question in the mid-2000s in a research study of white-collar employees. She tasked 238 pencil pushers in various industries to keep daily work diaries. The workers answered open-ended questions about how they felt, what events in their days stood out. Amabile and her fellow researchers then dissected the 12,000 resulting entries, searching for patterns in what affects people’s “inner” work lives the most dramatically. The answer, it turned out, is simply progress. A sense of forward motion. Regardless how small. And that’s the interesting part. Amabile found that minor victories at work were nearly as psychologically powerful as major breakthroughs. To motivate stuck employees, as Amabile and her colleague Steven J. Kramer suggest in their book, The Progress Principle, businesses need to help their workers experience lots of tiny wins. (And as we learned from the bored BYU students in chapter 1, breaking up big challenges into tiny ones also speeds up progress.) This is helpful to know when motivating employees. But it also hints at what billionaires and astronauts can do to stave off the depression that follows the high of getting to the top. To get out of the funk, say Joan DiFuria and Stephen Goldbart, cofounders of the Money, Meaning & Choices Institute, depressed successes simply have to start the Olympic rings over. Some use their money to create new businesses. Others parlay sideways and get into philanthropy. And others simply pick up hobbies that take time to master. Even if the subsequent endeavors are smaller than their previous ones, the depression dissipates as they make progress.

When researchers coded the motives for bad behavior among workers in hundreds of Sprouse’s interviews, they found that the most common were a sense of injustice and a lack of control.

As Charlie Munger has said, “I think I’ve been in the top 5% of my age cohort almost my entire adult life in understanding the power of incentives, and yet I’ve always underestimated that power. Never a year passes but I get some surprise that pushes a little further my appreciation of incentive superpower.” An example from FedEx is one of his favorite cases in point. As he explains, the integrity of the FedEx system relies heavily on the ability to unload and then quickly reload packages at one central location within an allotted time. Years ago, the company was having a terrible problem getting its workers to get all the boxes off and then back on the planes in time. They tried numerous different things that didn’t work, until someone had the brilliant idea of paying the workers by the shift as opposed to by the hour. Poof, the problem was solved.2 FedEx’s old pay-by-the-hour system rewarded those who took longer to get the job done. They were incentivized to take longer. By switching to pay-by-the-shift, workers were motivated to work faster and without error so they could go home, yet still earn the wages of a full shift. For the workers, finishing early amounted to a higher effective hourly wage. By aligning the business’s interests with the worker’s incentives, FedEx got the outcome it and its workers both desired. The

Unless one is willing to believe that the Putin regime acted out of purely altruistic motives in exfiltrating this American intelligence worker to Moscow, the only plausible explanation for its actions in Hong Kong was that it recognized Snowden’s potential as an espionage source.

assumed that if you removed a human being’s natural incentive to work—his initiative, his spontaneous creative energy—and replaced it with external motivation and coercion, he would become a lazy and careless worker. But

Awake, Arise, stop not till you write your destiny!

True, the entrepreneur is free to give full rein to his whims, to dismiss workers off hand, to cling stubbornly to antiquated processes, deliberately to choose unsuitable methods of production and to allow himself to be guided by motives which conflict with the demands of consumers. But when and in so far as he does this he must pay for it, and if he does not restrain himself in time he will be driven, by the loss of his property, into a position where he can inflict no further damage.

For many, the traditional motivations of job security, money rewards, and opportunity for personal advancement are proving insufficient. Large numbers of those we hire find factory life so distasteful they quit after only brief exposure to it. The general increase in real wage levels in our economy has afforded more alternatives for satisfying economic needs. Because they are unfamiliar with the harsh economic facts of earlier years, [new workers] have little regard for the consequences if they take a day or two off . . . the traditional work ethic—the concept that hard work is a virtue and a duty—will undergo additional erosion.

Degradation of work. Compelling the people in an organization to focus their efforts on the narrow range of what gets measured leads to a degradation of the experience of work. Edmund Phelps, a Nobel Prize winning economist, claims in his book Mass Flourishing: How Grassroots Innovation Created Jobs, Challenge, and Change that one of the virtues of capitalism is its ability to provide “the experience of mental stimulation, the challenge of new problems to solve, the chance to try the new, and the excitement of venturing into the unknown.”9 That is indeed a possibility under capitalism. But those subject to performance metrics are forced to focus their efforts on limited goals, imposed by others, who may not understand the work that they do. For the workers under scrutiny, mental stimulation is dulled, they decide neither the problems to be solved nor how to solve them, and there is no excitement of venturing into the unknown because the unknown is beyond the measureable. In short, the entrepreneurial element of human nature—which extends beyond the owners of enterprises—may be stifled by metric fixation.10 One result is to motivate those with greater initiative and enterprise to move out of mainstream, large-scale organizations where the culture of accountable performance prevails. Teachers move out of public schools to private schools and charter schools. Engineers move out of large corporations to boutique firms. Enterprising government employees become consultants. There is a healthy element in this. But surely the large-scale organizations of our society are the poorer for driving out those most likely to innovate and initiate. The more that work becomes a matter of filling in the boxes by which performance is to be measured and rewarded, the more it will repel those who think outside the box.

Weil’s radical empathy helps explain her radical views on attention. She didn’t see it as a mechanism, or a technique. For her, attention was a moral virtue, no different from, say, courage or justice, and demanding the same selfless motivation. Don’t pay attention to be more productive, a better worker or parent. Pay attention because it is the morally correct course of action, the right thing to do.

You see, Michael, the homeless have no voice. No one listens, no one cares, and they expect no one to help them. So when they try to use the phone to get benefits due them, they get nowhere. They are put on hold, permanently. Their calls are never returned. They have no addresses. The bureaucrats don’t care, and so they screw the very people they’re supposed to help. A seasoned social worker can at least get the bureaucrats to listen, and maybe look at the file and maybe return a phone call. But you get a lawyer on the phone, barking and raising hell, and things happen. Bureaucrats get motivated. Papers get processed. No address? No problem. Send the check to me, I’ll get it to the client.

Motivation then becomes what people generate for themselves when they experience growth. Whereas the usual assumption about the firm is that it is in business to make a profit and serve its customers and that it does things for and to employees to get them to be productive, the new ethic requires that growth of those who do the work is the primary aim, and the workers then see to it that the customer is served and that the ink on the bottom line is black. It is their game. The art, of course, is how to do this in a firm that employs many thousands.

Over the last decade, entire neighbourhoods have lost their identity to the ever-growing clothing retail market. Since my first visit to the Marais quarter of Paris in 2003, I have seen the area shift from a charming, off-beat district featuring a mix of up-and-coming designers, traditional ateliers, bookstores and boulangeries to what amounts to an open-air shopping mall dominated by international brands. In the last five years, an antique shop has been replaced by a chic clothing store and the last neighbourhood supermarket transformed into a threestorey flagship of one of the clothing giants. The old quarter is now only faintly visible, like writing on a medieval palimpsest: overhanging the gleaming sign of a sleek clothes shop, on a faded ceramic fascia board, is written ‘BOULANGERIE’. In economically developed countries, people’s motivations for spending money have long since shifted from needs to desires. There’s no denying we need places to live in, food to nourish us and clothes to dress ourselves in, and, while we’re at it, we might as well do these things with a certain degree of refinement to help make life as pleasurable as possible. But when did the clothing industry turn into little more than a cash machine whose main purpose seems to be its own never-ending growth? Just as clothing retail shops are sucking the identity out of entire neighbourhoods, so that the architecture becomes little more than a backdrop for their products, the production of the garments they sell is eating away at the Earth’s resources and the life of the workers who are producing them. Fashion has become the second most polluting industry in the world. And with what result? Our wardrobes are cluttered with so many clothes that the mere sight of them becomes overwhelming, yet at the same time we feel a constant craving for the next purchase that will transform our look.

Compounding the issue, the person performing the work often has little visibility or understanding of how their work relates to any value stream goals (e.g., “I’m just configuring servers because someone told me to.”). This places workers in a creativity and motivation vacuum.

the German sociologist Max Weber (1904) described in convincing detail how the Protestant Reformation produced a new character type which infused more vigorous spirit into the attitude of both workers and entrepreneurs and which ultimately resulted in the development of modern capitalism. […] Weber’s description of the kind of personality type which the Protestant Reformation produced is startlingly similar to the picture we have drawn of a person with high achievement motivation. […] Weber feels that such a man »gets nothing out of this wealth for himself, except the irrational sense of having done his job well« (Weber, 1904, S. 71). This is exactly how we define the achievement motive in coding for it in fantasy." (McClelland, 1961, p. 47).

He had assumed that if you removed a human being’s natural incentive to work—his initiative, his spontaneous creative energy—and replaced it with external motivation and coercion, he would become a lazy and careless worker.

Einstein wrote that “science without religion is lame, religion without science is blind,” but we have to remember that Einstein talks about the “cosmic religious feeling,” which is very different from the religious feeling exercised within the official religions. He explains, “[h]ow can a cosmic religious feeling be communicated from one person to another if it can give rise to no definite notion of a God and no theology? In my view, art and science's most important function is to awaken this feeling and keep it alive in those who are receptive to it.” … “I maintain that the cosmic religious feeling is the strongest and noblest motive for scientific research.” … “A contemporary has said, not unjustly, that in this materialistic age of ours, the serious scientific workers are the only profoundly religious people.” … “You will hardly find one among the profounder sort of scientific mind without a religious feeling of his own. But it is different from the religiosity of the naïve man.

We compete on various levels as humans. Popularity. Intellectual capacity. Social status. Titles. Monetary superiority. Physical strength and fitness. Beauty. Ability to get romantic partners. Power. Influence. Morality. Talents. Skills. Achievements. Awards. Recognition. Personal qualities. Even a nun, a priest of the highest echelon, and the religious worker taking photos with random children in Africa, are competing for superior morality and recognition for their selfless deeds. Just because your inherent needs for recognition differ from those next to you does not mean you are free of them.

Lives to Serve Before I Sleep (The Sonnet) Lives to serve before I sleep, Service is my salvation. Wounds to heal before I sleep, Selfless joy brings illumination. There are times people need help, there are times they need motivation. Keep your mouth absolutely shut, if you cannot make the distinction. Bridges to build before I sleep, Walls are too savage a burden. Tears to wipe before I sleep, In human smile lies human heaven. Chains to hack before I sleep, Chains hack humanity to pieces. Peace to plant before I sleep, Come join me, let's grow a forest!