Quotes About Motivation

A team will perform well only if peak performance is elicited from the individuals in it.

When a person is not doing his job, there can only be two reasons for it. The person either can't do it or won't do it; he is either not capable or not motivated." This insight enables a manager to dramatically focus her efforts. All you can do to improve the output of an employee is motivate and train. There is nothing else.

For Maslow, motivation is closely tied to the idea of needs, which cause people to have drives, which in turn result in motivation. A need once satisfied stops being a need and therefore stops being a source of motivation. Simply put, if we are to create and maintain a high degree of motivation, we must keep some needs unsatisfied at all times.

what self-actualization means: the need to achieve one's utter personal best in a chosen field of endeavor. Once someone's source of motivation is self-actualization, his drive to perform has no limit. Thus, its most important characteristic is that unlike other sources of motivation, which extinguish themselves after the needs are fulfilled, self-actualization continues to motivate people to ever higher levels of performance.

A simple test can be used to determine where someone is in the motivational hierarchy. If the absolute sum of a raise in salary an individual receives is important to him, he is working mostly within the physiological or safety modes. If, however, what matters to him is how his raise stacks up against what other people got, he is motivated by esteem/recognition or self-actualization, because in this case money is clearly a measure.

our role as managers is, first, to train the individuals (to move them along the horizontal axis shown in the illustration on this page), and, second, to bring them to the point where self-actualization motivates them, because once there, their motivation will be self-sustaining and limitless.

Turning the workplace into a playing field can turn our subordinates into "athletes" dedicated to performing at the limit of their capabilities—the key to making our team consistent winners.

As a general rule, you have to accept that no matter where you work, you are not an employee—you are in a business with one employee: yourself. You are in competition with millions of similar businesses.

The review is usually dedicated to two things: first, the skill level of the subordinate, to determine what skills are missing and to find ways to remedy that lack; and second, to intensify the subordinate's motivation in order to get him on a higher performance curve for the same skill level (see the illustration on this page).

The absolute truth is that if you don't know what you want, you won't get it. So

By elevating someone, we are, in effect, creating role models for others in our organization.

As a means to obtain this leverage, a manager must understand, as Andy writes: "When a person is not doing his job, there can only be two reasons for it. The person either can't do it or won't do it; he is either not capable or not motivated." This insight enables a manager to dramatically focus her efforts. All you can do to improve the output of an employee is motivate and train. There is nothing else.

Let's apply our model to the work of a new employee. What is his motivation? It is very much based on self-interest. So you should give him a clearly structured job with a low CUA factor. If he does well, he will begin to feel more at home, worry less about himself, and start to care more about his team. He learns that if he is on a boat and wants to get ahead, it is better for him to help row than to run to the bow.

A team will perform well only if peak performance is elicited from the individuals in it. This

How can you motivate yourself to continue to follow a leader when he appears to be going around in circles?

When a person is not doing his job, there can only be two reasons for it. The person either can't do it or won't do it; he is either not capable or not motivated. To determine which, we can employ a simple mental test: if the person's life depended on doing the work, could he do it? If the answer is yes, that person is not motivated; if the answer is no, he is not capable.

Depressed people cannot lead a revolution because depressed people can barely manage to get out of bed and put on their shoes and socks.

While people argue with one another about the specifics of Freud's work and blame him for the prejudices of his time, they overlook the fundamental truth of his writing, his grand humility: that we frequently do not know our own motivations in life and are prisoners to what we cannot understand. We can recognize only a small fragment of our own, and an even smaller fragment of anyone else's, impetus.

Find a person who is as successful as you'd like to be, ask them what to do, do it and work hard.

I think I'm the fucking man. I think I'm cool as fuck, and I'm happy with that. And I'm happy to live my life this way because I find it a source of motivation.

operator matrix,

Fear and greed are potent motivators. When both of these forces push in the same direction, virtually no human being can resist.

Knowledge is not enough. You must take action!

Yo, si algo deseo, no sueño, sino que actúo. Y siempre consigo aquello que deseo