Quotes About Direction

I've been in the revenge buisness for so long, now that it's over I don't know what to do with the rest of my life.

La existencia era realmente muy sencilla cuando uno obedecía órdenes. No había nada mejor ni más fácil que lo que le aguardaba.

the faith state...is the psychic correlate of a biological growth reducing contending-desires to one direction... [p.272]

To know the road ahead, ask those coming back.

Unles we change direction, we are likely to wind up where we are headed.

I have so many ideas; there are so many things that need to be done, so many possibilities, you know; one is terribly excited, but at the same time, you're almost confused, because you don't know where to begin.

Just look for a strong beginning and a strong ending and get moving.

If the Rider isn't sure exactly what direction to go, he tends to lead the Elephant in circles. And as we'll see, that tendency explains the third and final surprise about change: What looks like resistance is often a lack of clarity.

So if you reach the Riders of your team but not the Elephants, team members will have understanding without motivation. If you reach their Elephants but not their Riders, they'll have passion without direction. In

Direct the Rider. What looks like resistance is often a lack of clarity. So provide crystal-clear direction. (Think 1% milk.) Motivate the Elephant. What looks like laziness is often exhaustion. The Rider can't get his way by force for very long. So it's critical that you engage people's emotional side

Roy Baumeister draws an analogy to driving—in our cars, we may spend 95% of our time going straight, but it's the turns that determine where we end up.

In tough times, the Rider sees problems everywhere, and "analysis paralysis" often kicks in. The Rider will spin his wheels indefinitely unless he's given clear direction. That's why to make progress on a change, you need ways to direct the Rider. Show him where to go, how to act, what destination to pursue. And that's why bright spots are so essential, because they are your best hope for directing the Rider when you're trying to bring about change.

Don't obsess about the failures. Instead, investigate and clone the successes. Next, give direction to the Rider—both a start and a finish. Send him a destination postcard ("You'll be a third grader soon!"), and script his critical moves ("Buy 1% milk").

A sense of purpose seems to spark "above and beyond" behaviors.

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

The ambiguity in the goal is allowing rationalization to creep in.

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.

to make changes stick, we've got to think about shaping the Path.

If you are leading a change effort, you need to remove the ambiguity from your vision of change. Granted

If you want people to change, you must provide crystal-clear direction.

The destination was crystal clear:

You'll direct the Rider, motivate the Elephant, and shape the Path.

Whether the switch you seek is in your family, in your charity, in your organization, or in society at large, you'll get there by making three things happen. You'll direct the Rider, motivate the Elephant, and shape the Path.