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Something I try to remind myself:
• The strong mind finds a way to stay steady … even when plans fall apart.
• The strong body finds a way to train … even when the day doesn’t go your way.
• The strong relationship finds a way to reconnect … even when things get rough.
In a sense, what matters most is how you respond on the bad days, not the good ones.
• Anyone can smile when life goes smoothly.
• Anyone can train when they feel great.
• Anyone can be kind when the relationship is easy.
It's how you act when the situation isn't optimal that makes the difference.
Marriage isn’t about the good days. Anyone can make a life with anyone else when you are having a good day. Marriage is about the bad days. When you have lost confidence. When you have been hurt. Or failed. Or gotten angry. Or made a terrible mistake. That is when the power of a marriage reveals itself.
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Oh, it was really good.” Why? Because the day went the way they wanted it to go. “It was incredible, one of the greatest days of my life.” Things went better than they’d expected. “It was a terrible day.” You guessed it — things didn’t turn out the way they’d hoped for or anticipated. All three of these responses are based on expectations.
In good organizations, people can focus on their work and have confidence that if they get their work done, good things will happen for both the company and them personally. It is a true pleasure to work in an organization such as this. Every person can wake up knowing that the work they do will be efficient, effective, and make a difference for the organization and themselves. These things make their jobs both motivating and fulfilling. “In a poor organization, on the other hand, people spend much of their time fighting organizational boundaries, infighting, and broken processes. They are not even clear on what their jobs are, so there is no way to know if they are getting the job done or not. In the miracle case that they work ridiculous hours and get the job done, they have no idea what it means for the company or their careers. To make it all much worse and rub salt in the wound, when they finally work up the courage to tell management how fucked-up their situation is, management denies there is a problem, then defends the status quo, then ignores the problem.
Let us summarize briefly our answer to the question, "What do people want from their jobs?" When our respondents reported feeling happy with their jobs, they most frequently described factors. related to their tasks, to events that indicated to them that they were successful in the performance of their work, and to the possibility of professional growth. Conversely, when feelings of unhappiness were reported, they were not associated with the job itself but with conditions that surround the doing of the job. These events suggest to the individual that the context in which he performs his work is unfair or disorganized and as such represents to him an unhealthy psychological work environment. Factors involved in these situations we call factors of hygiene, for they act in a manner analogous to the principles of medical hygiene.
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