Is the human species a cancer on the planet?' American Anthropology Society's Symposium Organizer, Dr. Warren Hern, physician and epidemiologist, said that aerial and satellite views of urban centers taken over a period of years bore a striking similarity to images of cancerous tissue invading the healthy surrounding tissue. He added that in many parts of the world the increase in human numbers is rapid and uncontrolled, that it invades and destroys habitats, and that by killing off many species it reduces the differentiation of nature.'
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The most dangerous leadership myth is that leaders are born-that there is a genetic factor to leadership. This myth asserts that people simply either have certain charismatic qualities or not. That's nonsense in fact, the opposite is true. Leaders are made rather than born. Failing organizations are usually over-managed and under-led.
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Four Lessons on Life 1. Never take down a fence until you know why it was put up. 2. If you get too far ahead of the army, your soldiers may mistake you for the enemy. 3. Don't complain about the bottom rungs of the ladder they helped to get you higher. 4. If you want to enjoy the rainbow, be prepared to endure the storm.
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The bottom line is I have an agreement with him, ... We have had an excellent relationship and I certainly don't want to go down any court route, but at the end of the day I have to look after Sports Network's interests. We're still talking and hopefully something will be resolved.
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It’s only when the tide goes out that you discover who’s been swimming naked.
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So little time we live in Time, And we learn all so painfully, That we may spare this hour's term To practice for Eternity.
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The manager administers; the leader innovates. The manager has a short-range view; the leader has a long-range perspective. The manager asks how and when; the leader asks what and why. The manager has his eye on the bottom line; the leader has his eye on the horizon. The manager accepts the status quo; the leader challenges it.
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The end of man is knowledge but there's one thing he can't know. He can't know whether knowledge will save him or kill him. He will be killed, all right, but he can't know whether he is killed because of the knowledge which he has got or because of the knowledge which he hasn't got and which if he had it would save him.
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Leaders learn by leading, and they learn best by leading in the face of obstacles. As weather shapes mountains, problems shape leaders.
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Mary I want a guy who can play 36 holes of golf, and still have enough energy to take Warren and me to a baseball game, and eat sausages, and beer, not lite beer, but beer. That's my ad, print it up.
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I think it is a marvelous way to keep directors' interests and shareholders interests as closely aligned as possible, with both an upside and a downside component. Too often, people talk about interests being aligned when the directors get the upside and shareholders get the downside.
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I've told them, it's their team. Warren has shown signs of being a major factor. He had success when the teams weren't big, strong and physical. If he's going to have a great senior year, he needs to get his legs stronger, become more physical and make a commitment in the weight room. And he probably needs to get in the gym and take extra jump shots to be a consistent pick-and-pop guy.
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the pomp Of pain swells like the Indies, or a plum
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Good leaders make people feel that they're at the very heart of things, not at the periphery. Everyone feels that he or she makes a difference to the success of the organization. When that happens people feel centered and that gives their work meaning.
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All the big corporations depreciate their possessions, and you can, too, provided you use them for business purposes. For example, if you subscribe to the Wall Street Journal, a business-related newspaper, you can deduct the cost of your house, because, in the words of U.S. Supreme Court Chief Justice Warren Burger in a landmark 1979 tax decision: 'Where else are you going to read the paper? Outside? What if it rains?'
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It's only when the tide goes out that you learn who's been swimming naked.
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OK, here's a Christian pastor writing a book that a Jewish lady is passing on to a Muslim lady.
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Great investment opportunities come around when excellent companies are surrounded by unusual circumstances that cause the stock to be misappraised.
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Neither the doctrine of separation of powers, nor the need for confidentiality of high level communications, without more, can sustain an absolute, unqualified presidential privilege of immunity from judicial process under all circumstances. The President's need for complete candor and objectivity from advisers calls for great deference from the courts. However, when the privilege depends solely on the broad, undifferentiated claim of public interest in the confidentiality of such conversations, a confrontation with other values arises. Absent a claim of need to protect military, diplomatic or sensitive national security secrets, we find it difficult to accept the argument that even the very important interest in confidentiality of Presidential communications is significantly diminished by production of such material for in camera inspection with all the protection that a district court will be obliged to provide.
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The leaders I met, whatever walk of life they were from, whatever institutions they were presiding over, always referred back to the same failure something that happened to them that was personally difficult, even traumatic, something that made them feel that desperate sense of hitting bottom--as something they thought was almost a necessity. It's as if at that moment the iron entered their soul that moment created the resilience that leaders need.
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You need an outstanding manager - you can define that in many ways... but you are looking for the best player out there. We are looking for the best player in this kind of business in the world.
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I'll tell you why I like the cigarette business. It cost a penny to make. Sell it for a dollar. It's addictive. And there's a fantastic brand loyalty.
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No leader sets out to become a leader. People set out to live their lives, expressing themselves fully. When that expression is of value, they become leaders. So the point is not to become a leader. The point is to become yourself, to use yourself completely—all your skills, gifts, and energies—in order to make your vision manifest. You must withhold nothing. You must, in sum, become the person you started out to be and enjoy the process of becoming.
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Someone's sitting in the shade today because someone planted a tree a long time ago.
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People who cannot invent and reinvent themselves must be content with borrowed postures, secondhand ideas, fitting in instead of standing out.
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I'm very pleased with each advancing year. It stems back to when I was forty. I was a bit upset about reaching that milestone, but an older friend consoled me. 'Don't complain about growing old - many, many people do not have that privilege.'
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I violated the Noah rule: Predicting rain doesn’t count; building arks does.
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The leaders I met, whatever walk of life they were from, whatever institutions they were presiding over, always referred back to the same failure - something that happened to them that was personally difficult, even traumatic, something that made them feel that desperate sense of hitting bottom--as something they thought was almost a necessity. It's as if at that moment the iron entered their soul; that moment created the resilience that leaders need.
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Emotional intelligence, more than any other factor, more than I.Q. or expertise, accounts for 85% to 90% of success at work... I.Q. is a threshold competence. You need it, but it doesn't make you a star. Emotional intelligence can.
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The only time to buy these is on a day with no 'y' in it.
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