In any case, success is something you define. On the flip side, you can make the conscious choice to be a good person as well. Provide encouragement to your friends who are working towards their own goals. Give them feedback when they need it. Help them, just as others help you. He is finished when he quits. This is simply another reminder. Nothing can take the place of persistence. Doing so will ensure that your failure does not define you.
You simply work through it and keep going until you eventually succeed. However, usually you simply need to have the courage to keep going. This sounds like the advice some typical dad on TV Land would give to his kid while reading a newspaper and smoking a pipe. Let me lay some cold, hard facts on you, son. But worst of all…. The worst fate anyone could ever wish on their greatest enemy. In fact, give your local tattoo parlor some business and get it permanently imprinted on your arm. Come to dinner on time. The fate of the world depends on it. That outcome is not a possibility in your mind.
As Eisenhower said, planning is everything. The fear of failure is useless.
It can only paralyze you. Banish it and keep moving forward. Some of the best personal brand advice I ever got, I heard from Dan Schawbel: This is incredibly important. However, we can become the go-to person in one area and help the people seeking guidance in that area. Since geographical barriers no longer hold us back, we can focus on a singular passion and help people from all over the world in it. I think this is an incredibly important idea to think about.
The shit we own does not define us. As we get older, though, there will be mounting pressure to own things. Oh, looks like your freshman roommate just bought a house. None of it matters. As I learned , experiences mean much more.
In high school, I was a very emotionally insensitive person. I would often just say what was on my mind and not really think about how it would make people feel. Today, I still struggle with that same attitude. I made and am still making a conscious effort to be more empathetic, and my efforts have paid off somewhat. Nothing alive is complete. You probably have personal traits you want to cultivate, or maybe to get rid of. Be mindful of your actions and seek to constantly get closer to your ideal state.
As a politically neutral person, I found it very hard to find anything Dubya ever said that was inspiring or useful to an individual person. However, this quote struck me as useful. This is a message that I want everyone to remember. If you take nothing else away from this post, let is be this: You gotta do work. So many of the quotes on this list echo this idea. Not your professor, not your career counselor, not a recruiter… you. Sure, there will be people that help you along the way. Figure out your goals, make a list , and actively work towards them. This video instantly went on my favorites list, and I watch it often.
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I enjoyed the quotes from important leaders from our past. On the contrary, the less we know about his weaknesses, the better.
What we do need to know are the strengths of a man and what he can do. Your appraisals are not even interested in this. Effective executives rarely suffer from the delusion that two mediocrities achieve as much as one good man. They accept that abilities must be specific to produce performance. But in this one task, they search for strength and staff for excellence.
He is actually incompetent and can only survive if carefully shielded from demands; his strength is misused to bolster a weak superior who cannot stand on his own two feet; or his strength is misused to delay tackling a serious problem if not to conceal its existence. Staffing the opportunities instead of the problems not only creates the most effective organization, it also creates enthusiasm and dedication.
A superior has responsibility for the work of others. He also has power over the careers of others. Making strengths productive is therefore much more than an essential of effectiveness. It is a moral imperative, a responsibility of authority and position. To focus on weakness is not only foolish; it is irresponsible. A superior owes it to his organization to make the strength of every one of his subordinates as productive as it can be. But even more does he owe it to the human beings over whom he exercises authority to help them get the most out of whatever strength they may have.
Organization must serve the individual to achieve through his strengths and regardless of his limitations and weaknesses. Contrary to popular legend, subordinates do not, as a rule, rise to position and prominence over the prostrate bodies of incompetent bosses. If their boss is not promoted, they will tend to be bottled up behind him. And if their boss is relieved for incompetence or failure, the successor is rarely the bright, young man next in line.
He usually is brought in from the outside and brings with him his own bright, young men. Conversely, there is nothing quite as conducive to success, as a successful and rapidly promoted superior. In sports we have long learned that the moment a new record is set every athlete all over the world acquires a new dimension of accomplishment. For years no one could run the mile in less than four minutes. Suddenly Roger Bannister broke through the old record. In human affairs, the distance between the leaders and the average is a constant. If leadership performance is high, the average will go up.
The effective executive knows that it is easier to raise the performance of one leader than it is to raise the performance of a whole mass. He therefore makes sure that he puts into the leadership position, into the standard-setting, the performance-making position, the man who has the strength to do the outstanding, the pace-setting job.
This always requires focus on the one strength of a man and dismissal of weaknesses as irrelevant unless they hamper the full deployment of the available strength. An organization needs to bring in fresh people with fresh points of view fairly often. If it only promotes from within it soon becomes inbred and eventually sterile. One brings them in just below the top and into an activity that is already defined and reasonably well understood. The job is, however, not to set priorities. Everybody can do it.
That one actually abandons what one postpones makes executives, however, shy from postponing anything altogether. Again, Vail started out with the need to make a private monopoly viable. Only this time he asked: And yet without competition such a monopoly would rapidly become rigid and incapable of growth and change. But even in a monopoly, Vail concluded, one can organize the future to compete with the present.