Quotes About Motivation

If you want to change things, you've got to appeal to both. The Rider provides the planning and direction, and the Elephant provides the energy. So if you reach the Riders of your team but not the

When you engineer early successes, what you're really doing is engineering hope. Hope is precious to a change effort. It's Elephant fuel.

Once people are on the path and making progress, it's important to make their advances visible. With

These therapists know that the miracle can seem distant to their patients and that they need to keep their patients motivated and hopeful en route to the destination. To do so, they've devised a way of quantifying progress toward the miracle. They create a miracle scale9 ranging from 0 to 10, where 10 is the miracle. In

With the online tracking sheet, Cachon was using the hotel-towel strategy. He was publicizing the group norm. Other people are getting their work done on time. Why won't you?

When you engineer early successes, what you're really doing is engineering hope. Hope is precious to a change effort.

growth mindset compliment praises effort rather than natural skill:

A small win reduces importance ('this is no big deal'), reduces demands ('that's all that needs to be done'), and raises perceived skill levels ('I can do at least that')." All three of these factors will tend to make change easier and more self-sustaining.

he didn't need to create new believers so much as he needed to unleash the believers he already had.

to create and sustain change, you've got to act more like a coach and less like a scorekeeper. You've got to embrace a growth mindset and instill it in your team.

teacher was almost two times more likely to drop out than a student.

If you've finished Switch and are hungry for more, visit the book's website: heathbrothers.com

He inspired them to feel more determined, more ready, more motivated. And when you build people up in this way, they develop the strength to act.

Influencer, by Kerry Patterson

The hard question for a leader is not how to form habits but which habits to encourage.

The Rider has to be jarred out of introspection, out of analysis. He needs a script that explains how to act, and that's why the successes we've seen have involved such crisp direction.

encouragement is critical, because it's self-reinforcing.

we've seen that a credible idea makes people believe. An emotional idea makes people care. And in this chapter we'll see that the right stories make people act.

Deadlines focus our mental spotlight on a choice. They grab us by the collar and say, If you're gonna do this, you have to do it now.

By using the miracle scale, you always have a clear idea of where you're going next, and you have a clear sense of what the next small victory will be. You're moving forward, and, even better, you're getting more confident in your ability to keep moving forward.

the core of the matter is always about changing the behavior of people, and behavior change happens in highly successful situations mostly by speaking to people's feelings.

A business cliché commands us to "raise the bar." But that's exactly the wrong instinct if you want to motivate a reluctant Elephant. You need to lower the bar. Picture taking a high-jump bar and lowering it so far that it can be stepped over. If you want a reluctant Elephant to get moving, you need to shrink the change.

Marcus Buckingham, who says that

instill hope and optimism and excitement