360 Degrees Quotes

There are 360 degrees, so why stick to one?

Love is 3:33 am plus 360 degrees plus 365 days, minus 12:34 pm. I ought to know, because I weighed it myself.

The greatest enemy of good thinking is busyness.

If you wouldn't follow yourself, why should anyone else?

...and it occurred to me, with the forcefulness of a thought experienced in 360 degrees, that that's really what history mostly is: masses of people doing ordinary things.

Tend to the people, and they will tend to the business.

Great people talk about ideas, average people talk about themselves, and small people talk about others

The bottom line in managing your emotions is that you should put others – not yourself – first in how you handle and process them. Whether you delay or display your emotions should not be for your own gratification. You should ask yourself, What does the team need? Not, What will make me feel better?

The leader’s Attitude is like a thermostat for the place she works. If her attitude is good, the atmosphere is pleasant, and the environment is easy to work in. But if her attitude is bad, the temperature is insufferable.

It is easier to move from failure to success in from excuses to success.

The company owner doesn't need to win. The best idea does.

Leadership is more disposition than position—influence others from wherever you are.

Advice is what we ask for when we already knew the answer but wish we didn't.

Successful people do the things that unsuccessful people are unwilling to do. —JOHN C. MAXWELL

He was visited on a lunar basis by these great unspecific waves of horniness, whereby all women within a certain age group and figure envelope became immediately and impossibly desirable. He emerged from these spells with eyeballs still oscillating and a wish that his neck could rotate through the full 360 degrees.

A Chinese proverb says, “Those who drink the water must remember those who dug the well.” Gratitude is one of the most attractive of all personal attributes;

The best way to describe what he felt would be to say that first he was blind, then he could see everything. This is what it felt like to be a bomb. You were coiled up, majestic with blackness, unaware that the universe outside you existed, and then a wire snapped and ripped open your eyelids all the way around and you had a vision of the world that was 360 degrees, and everything in your purview was doomed by seeing.

The devil doesn't come to you with a red face and horns, he comes to you disguised as everything you've ever wanted.

You never really know something until you teach it to someone else.

An hour and seven minutes after walking up. I stood with Noelle outside the Trust's house and prepared to raise my first -- and hopefully only -- demon. Three minutes after that I looked at my demon and burst into laughter. "What?" the demon asked, turning its head 360 degrees to examine itself "What's so Funny?" "Why is the Summoner laughing and crying at the same time? I don't see what's so funny. I'm a demon; where's my respect? Where's the fear and cowering before me?

Good leaders know when to display emotions and when to delay them.

Nothing will make a better impression on your leader than your ability to manage yourself. If your leader must continually expend energy managing you, then you will be perceived as someone who drains time and energy. If you manage yourself well, however, your boss will see you as someone who maximizes opportunities and leverages personal strengths. That will make you someone your leader turns to when the heat is on.

Everything rises and falls on leadership.

Some think that they are incredible but are actually un-credible. Do you work, master your craft...

Henry Ford, who said, “Don’t find a fault; find a remedy.

It’s easier to move from failure to success than from excuses to success.

Your mind will give back to you exactly what you put into it.

we need to make a few critical decisions in major areas of life and then manage those decisions day to day.

Managers work with processes—leaders work with people.

a smart person believes only half of what he hears, but a really smart person knows which half to believe.

And you will have greater credibility with your leader if you admit your shortcomings and refrain from making excuses.

Now as I stood on the roof of my house, taking in this unexpected view, it struck me how rather glorious it was that in two thousand years of human activity the only thing that had stirred the notice of the outside world even briefly was the finding of a Roman phallic pendant. The rest was just centuries of people quietly going about their daily business - eating, sleeping, having sex, endeavoring to be amused- and it occurred to me, with the forcefulness of a thought experienced in 360 degrees, that that's really what history mostly is: masses of people doing ordinary things. Even Einstein will have spent large parts of his life thinking about his holidays o new hammock or how dainty was the ankle on the young lady alighting from the tram across the street. These are the sort of things that fill our life and thoughts, and yet we treat them as incidental and hardly worthy of serious consideration. I don't know how many hours of my school years were spent considering the Missouri Compromise or the War of the Roses, but it was vastly more than I was ever encouraged or allowed to give to the history of eating. sleeping, having sex and endeavoring to be amused.

30 degree to forget the girl I love 150 degree to forget again 360 degree to protect the girl I love

Drop of good water and hope of good life can change your life 360 degree.

Babylonians used 60 as their base (which remains with us today when we talk about each hour having 60 minutes and each circle having 360 degrees; see Section 4) and

DDR Watchtower This was one of many such towers built in 1966 for panoramic surveillance and shooting (note the rifle windows, allowing shots to be fired in 360 degrees).

There are 365 days in a year, and 360 degrees in a circle. Coincidence? I think not. Really, I didn’t think, and that’s why this is so dumb.

If we despise the position we have, it may be because of what I call “destination disease,” which can also be called the greener grass syndrome. If we focus on being some other place because we think it’s better, then we will neither enjoy where we are nor do what we must to succeed. 3.

I bring up the Utility panel on the main screen and launch the calculator app. Something 217 meters away is occupying 35.44 degrees of the view. Presuming the radar can see in all 360 degrees (it would be a pretty cruddy radar if it couldn’t)…I type some numbers into the calculator to do an ARCTAN operation, and: The ship is 139 meters long. Roughly. I bring the Astrophage panel up on another screen.

Leadership is a moving target, and it always will be. If you desire to become a better leader, get comfortable with change. And if you want to lead up, learn to think like a leader. Think people, think progress, and think intangibles.

THIS ISN’T CHINA Hold me close and tell me what the world is like I don’t want to look outside I want to depend on your eyes and your lips I don’t want to feel anything but your hand on the old raw bumper I don’t want to feel anything else If you love the dead rocks and the huge rough pine trees Ok I like them too Tell me if the wind makes a pretty sound in the billion billion needles I’ll close my eyes and smile Tell me if it’s a good morning or a clear morning Tell me what the fuck kind of morning it is and I’ll buy it And get the dog to stop whining and barking This isn’t China nobody’s going to eat it It’s just going to get fed and petted Ok where were we? Ok go if you must. I’ll create the cosmos by myself I’ll let it all stick to me every fucking pine needle And I’ll broadcast my affection from this shaven dome 360 degrees to all the dramatic vistas to all the mists and snows that moves across the shining mountains to the women bathing in the stream and combing their hair on the roofs to the voiceless ones who have petitioned me from their surprising silence to the poor in the heart (oh more and more to them) to all the thought-forms and leaking mental objects that you get up here at the end of your ghostly life

He hears everything as music,' said his father, Moses Whitaker. 'The fax machine sounds like an A. The copy machine is a B flat. The jackhammers are making the drum beats that he likes.' When the subway rumbles, Matthew taps his cane on the ground to re-create the noise. He hums along with the city—the fast cars and fast talkers. When asked to describe New York, he stands and pivots a full 360 degrees, pointing his fingers in front of him. 'New York is a circle of sounds,' he says. 'There is music everywhere. Everybody has a smile on their face. It's musical, it's dark and so beautiful.

360 degrees of the circle can be divided evenly by all integers from 1 through 10 except 7; thus, 7 was considered by pre-talismanic witches and sages to “break out of the circle," because breaking the circle by 7 produces an irrational number, whose nonrepeating decimal sequence runs to infinity.]  

To become a 360-Degree Leader, you will have to pay a price. You will have to give up other opportunities in order to lead. You will have to sacrifice some personal goals for the sake of others. You will have to get out of your comfort zone and do things you’ve never done before. You will have to keep learning and growing when you don’t feel like it. You will have to repeatedly put others ahead of yourself. And if you desire to be a really good leader, you will have to do these things without fanfare or complaint.

From Babylon come some things that belong to science: the division of the day into twenty-four hours, and of the circle into 360 degrees; also the discovery of a cycle in eclipses, which enabled lunar eclipses to be predicted with certainty, and solar eclipses with some probability. This Babylonian knowledge, as we shall see, was acquired by Thales.

Successful leaders are like icebergs. When you look at an iceberg, you see only about 10 percent of it, and the rest of it is hidden under the water. When you look at successful leaders, you see only a fraction of their lives. You see the part that looks really good, but there’s usually a lot that remains hidden that’s neither exciting nor glamorous.

Experience alone isn’t a good enough teacher – evaluated experience is.

How to prepare someone for leadership: I do it. I do it and you watch. You do it and I watch. You do it. You do it and someone else watches.

The closest to perfection people ever come is when they write their resumes .

When we are fully and totally networked, we are powerful.1 Sanders believes that along with knowledge and compassion, your network is your most valuable asset.

you must be interested in finding the best way, not in having your own way.

Give to others? Why? I have needs too

President Abraham Lincoln said, “I don’t think much of a man who is not wiser today than he was yesterday.

Thomas Jefferson said, “It’s wonderful how much can be done if we are always working.

You can’t change where you started, but you can change the direction you are going. It’s not what you are going to do, but it’s what you are doing now that counts.” —NAPOLEON HILL

Influencing others is a matter of disposition, not position.

Successful people do the things that unsuccessful people are unwilling to do.

It doesn’t matter what job you do or what position you obtain; you will have limits. That’s just the way life is. When

George Halas said, “Nobody who ever gave their best ever regretted it.” 3.

What’s worse than training your people and losing them? Not training them and keeping them.

If you want to get ahead, leading up is much better than kissing up.” —DAN REILAND

Most good leaders want the perspective of people they trust.

You learn resiliency and tenacity during tough assignments, not easy ones. When tough choices have to be made and results are difficult to achieve, leaders are forged.

There is definitely a link between ownership and success. You don’t get the latter without the former,

The rewards leaders give are counterbalanced by the results that their people give in return.

It isn’t hard to be good from time to time in sports. What’s tough is being good every day.

A bolt of lightning can reach 53,540 degrees Fahrenheit. That’s 5 times hotter than the surface of the sun, which is 10,340 degrees Fahrenheit.

Time always leaves you one moment behind, and so you have to know them more, more and more, chasing them through time, at the limit where their life meets their future, and you need to have it, 360 degrees of what they see and feel and sense, or else your file is incomplete. Who did they love, before you? What hurt them the most? What will cause the most useful harm?

It is because the ancients made astronomical calculations in base 60 that we still use this system for measuring time, dividing an hour into 60 minutes, and a minute into 60 seconds. In its path through the heavens, the sun takes roughly 360 days (actually 365.242199) to describe a complete circle, so it seems that the Babylonians divided a complete circle into 360 degrees (°).

How do I fit in my area or department? • How do all the departments fit into the organization? • Where does our organization fit in the market? • How is our market related to other industries and the economy?

Border to border, from sea to shining sea, police cars and other government vehicles had for some time been equipped with 360-degree license-plate-scanning systems that recorded the numbers of the vehicles around them, whether parked or in motion, transmitting them 24/7 to regional archives, which in turn shared the information with the National Security Agency’s vast intelligence troves in its million-square-foot Utah Data Center.

people don’t function like machines. They have feelings. They think. They have problems, hopes, and dreams. Though people can be managed, they would much rather be led. And when they are led, they perform at a much higher level.

Gragg felt the tingling of the Third Eye on his stomach and back. The Third Eye was another of the miracles that Sobol had bestowed upon him. It was a form-fitting conductive shirt worn next to the skin—but it wasn’t a garment. It was a haptic device that helped him use his body’s largest organ—his skin—as another, all-seeing eye. An eye that never blinked, and an eye that could see around him in 360 degrees or halfway around the world, if he wished. It

Note that a rotation by 360 degrees is equivalent to doing nothing at all, or rotating by zero degrees. This is known as the identity transformation. Why bother to define such a transformation at all? As we shall see later in the book, the identity transformation plays a similar role to that of the number zero in the arithmetic operation of addition or the number one in multiplication-when you add zero to a number or multiply a number by one, the number remains unchanged.

The winged human glanced towards Retina briefly. “It’s okay Dr. Blade. Scientists should never be blown away from the nature of facts.” Roma smiled. “And by scientists, are you one?” “That is dependent on your opinion Dr. Hill. I’m well versed by Dr. Sangha.” Roma moved towards him, narrowing his eyes. “It is my opinion that no respectable scientist will allow himself to be a subject of ridicule by turning in his human DNA to become a freak, a beast or whatever the hell it is you think you are.” The winged human was unaffected. “I’m sure Dr. Hill that freak or beast doesn’t apply.” Roma drew his head back slightly, studying the demeanor of the winged human. “What’s your name?” “I’m Seganus,” he replied humbly. Roma moved a little closer to him wearing a deep frown. “You don’t think the word freak or beast applies?” “No. I don’t think so.” “Is that the carnivorous beaks of the Titanis Walleri I see on you?” “No.” “Can you hold the 360 Degrees field of view of the Woodcock.” “No.” “The long bills of the Australian Pelican?” “No.” “Do you lay the large eggs of the Ostrich?” “Dr. Hill,” Retina cautioned. Lorenzo seemed amused by the situation. He was smiling. “No,” Seganus replied. Roma continued. “Then you’ll say you don’t have those qualities birds posses?” “No.” “You’ll say you’re human?” Seganus blinked before he spoke. “Yes.” Roma moved closer to him. “Then why the freaks are you wearing wings?

Art is more like real estate than stocks. Some Warhols are like studio apartments in midblock buildings with northern exposures, while other Warhols are penthouse properties with 360-degree views. A share of Cisco, however, is always just a share of Cisco.” Judging

The drama is this. We came as infants “trailing clouds of glory,” arriving from the farthest reaches of the universe, bringing with us appetites well preserved from our mammal inheritance, spontaneities wonderfully preserved from our 150,000 years of tree life, angers well preserved from our 5,000 years of tribal life—in short, with our 360-degree radiance—and we offered this gift to our parents. They didn’t want it. They wanted a nice girl or a nice boy. That’s the first act of the drama. It doesn’t mean our parents were wicked; they needed us for something. My mother, as a second generation immigrant, needed my brother and me to help the family look more classy. We do the same thing to our children; it’s a part of life on this planet. Our parents rejected who we were before we could talk, so the pain of the rejection is probably stored in some pre-verbal place.

The way President Abraham Lincoln is said to have handled a person who had a know-it-all attitude. Lincoln asked, “How many legs will a sheep have if you call a tail a leg?” “Five,” the man answered. “No,” replied Lincoln, “he’ll still have four, because calling a tail a leg doesn’t make it one.

Years ago, I used to tell new leaders I hired that every person in our organization walked around with two buckets. One bucket contained water, and the other gasoline. As leaders, they would continually come across small fires, and they could pour water or gasoline on a fire. It was their choice.

Occasionally someone will ask me about how ego fits into the leadership equation. They’ll want to know what keeps a leader from having a huge ego. I think the answer lies in each leader’s pathway to leadership. If people paid their dues and gave their best in obscurity, ego is usually not a problem.

Confederate surgeons usually performed “circular” amputations. They made a 360-degree cut through the skin, then scrunched it up like a shirt cuff. After sawing through the muscle and bone, they inched the skin back down to wrap the stump. This method led to less scarring and infection. Union surgeons preferred “flap” amputations: doctors left two flaps of flesh hanging beside the wound to fold over after they’d sawed through. This method was quicker and provided a more comfortable stump for prosthetics. Altogether, surgeons lopped off 60,000 fingers, toes, hands, feet, and limbs during the war.

Okay. No, I didn’t linger, because I’m not a perv. And…it was sort of a 360-degree angle because you walked out of your bathroom and then…I don’t know, forgot something you needed in there and spun around to go back in.” Well, let’s call it, folks. Bree Camden’s time of death: 10:30 PM. Died of humiliation overdose.

The Sumerian writing system did so by combining two types of signs, which were pressed in clay tablets. One type of signs represented numbers. There were signs for 1, 10, 60, 600, 3,600 and 36,000. (The Sumerians used a combination of base-6 and base-10 numeral systems. Their base-6 system bestowed on us several important legacies, such as the division of the day into twenty-four hours and of the circle into 360 degrees.) The other type of signs represented people, animals, merchandise, territories, dates and so forth. By combining both types of signs the Sumerians were able to preserve far more data than any human brain could remember or any DNA chain could encode.

Leadership is more than management. Leadership is: • People more than projects • Movement more than maintenance • Art more than science • Intuition more than formula • Vision more than procedure • Risk more than caution • Action more than reaction • Relationships more than rules • Who you are more than what you do If you want to influence others, then you must learn to lead.

After a lawsuit by thirty-eight American state attorneys general in 2013, Google admitted that its bizarre-looking Street View cars, those outfitted with high-tech 360-degree roof cameras, were not just taking photographs for its Street View mapping product as they drove down the streets of our neighborhoods but also pilfering data from computers inside our homes and offices, including passwords, e-mails, photographs, chat messages, and other personal information from unsuspecting computer users.

It was when Maya showed me the benches at Gallaudet University that I started to glimpse sound—the physical structure of it, the elastic bounce of its travel. My friends who are deaf have always told me that sound also belongs to them—that hearing people are forever getting it wrong to imagine deafness as a “silent world”—but the benches were the thing that made this idea vividly real. They were a feature in the design at the scale of rooms at Gallaudet, alongside a dozen other architectural choices that a hearing person could easily miss. Maya had paused for a moment in our campus tour to point them out, standing in the middle of a big, airy common space lined with windows on three sides, the lobby of a dorm where many students study and socialize, alone or in groups. The benches serve as seating for nearby wood tables, sets that are interspersed with soft fabric chairs arranged 360 degrees around for discussion. “Wood is the best material for this kind of group seating,” she told me, and mimed lightly slapping the wood with her palm. The resonance of wood makes it reverberate when struck. Students sometimes tap or slap nearby surfaces to get one another’s attention or to call a group to order, she said, and materials like concrete or thick plastics tend to absorb the sound rather than scatter it productively.

The path that you’re traveling upon right now, may lead you astray. This is what scares us the most. What if fantasies are the truth and facts are fictional. What if everything takes a 360-degree turn only to tell you that whatever scares you is the exact opposite of scary and whatever you’re living right now is the actual scary. The part that you seamlessly embrace. A fact doesn’t stand any chance if doubt isn’t there to give it support. It is easy to find an answer to a certain question, the difficult part is to formulate the correct question. The world is formally divided into two parts; facts and fiction. The facts are seen and fiction is what helps us believe in the unseen. A little bit of magic and a lot of madness is what keeps the heart alive.

Queen Anne of England established the Longitude Act in 1714, and offered a monetary prize of over a million in today’s dollars to anyone who invented a method to accurately calculate longitude at sea. Longitude is about determining one’s point in space. So one might ask what it has to do with clocks? Mathematically speaking, space (distance) is the child of time and speed (distance equals time multiplied by speed). Thus, anything that moves at a constant speed can be used to calculate distance, provided one knows for how long it has been moving. Many things have constant speeds, including light, sound, and the rotation of the Earth. Your brain uses the near constancy of the speed of sound to calculate where sounds are coming from. As we have seen, you know someone is to your left or right because the sound of her voice takes approximately 0.6 milliseconds to travel from your left to your right ear. Using the delays it takes any given sound to arrive to your left and right ears allows the brain to figure out if the voice is coming directly from the left, the right, or somewhere in between. The Earth is rotating at a constant speed—one that results in a full rotation (360 degrees) every 24 hours. Thus there is a direct correspondence between degrees of longitude and time. Knowing how much time has elapsed is equivalent to knowing how much the Earth has turned: if you sit and read this book for one hour (1/24 of a day), the Earth has rotated 15 degrees (360/24). Thus, if you are sitting in the middle of the ocean at local noon, and you know it is 16:00 in Greenwich, then you are “4 hours from Greenwich”—exactly 60 degrees longitude from Greenwich. Problem solved. All one needs is a really good marine chronometer. The greatest minds of the seventeenth and eighteenth centuries could not overlook the longitude problem: Galileo Galilei, Blaise Pascal, Robert Hooke, Christiaan Huygens, Gottfried Leibniz, and Isaac Newton all devoted their attention to it. In the end, however, it was not a great scientist but one of the world’s foremost craftsman who ultimately was awarded the Longitude Prize. John Harrison (1693–1776) was a self-educated clockmaker who took obsessive dedication to the extreme.

Onboarding checklists Business orientation checklist As early as possible, get access to publicly available information about financials, products, strategy, and brands. Identify additional sources of information, such as websites and analyst reports. If appropriate for your level, ask the business to assemble a briefing book. If possible, schedule familiarization tours of key facilities before the formal start date. Stakeholder connection checklist Ask your boss to identify and introduce you to the key people you should connect with early on. If possible, meet with some stakeholders before the formal start. Take control of your calendar, and schedule early meetings with key stakeholders. Be careful to focus on lateral relationships (peers, others) and not only vertical ones (boss, direct reports). Expectations alignment checklist Understand and engage in business planning and performance management. No matter how well you think you understand what you need to do, schedule a conversation with your boss about expectations in your first week. Have explicit conversations about working styles with bosses and direct reports as early as possible. Cultural adaptation checklist During recruiting, ask questions about the organization’s culture. Schedule conversations with your new boss and HR to discuss work culture, and check back with them regularly. Identify people inside the organization who could serve as culture interpreters. After thirty days, conduct an informal 360-degree check-in with your boss and peers to gauge how adaptation is proceeding.

A blanket could be used as a soggy umbrella, if you’re too cheap to buy my 360-degrees spinning windshield wiper on a stick. Think of it like a one-bladed helicopter, and picture yourself as dry as the desert.


The Soul's sacred ground of being is the foundation for your doing. -- from the book, Doing a 360, page 135

fter nearly four months of being on the road, nothing seemed to faze them. This is a really annoying quality; you want to be miserable, but those around you refuse to yield their sunny dispositions.

September was not deterred. “This is too cool!” she exclaimed. “How often do you get to go to a riot before church? Stand up straight,” she said quietly to the kids, “look confident and just act like you know what you’re doing.” She lifted up the police tape, dragged the kids under it, and started marching them across the overpass. I couldn’t believe it. Well, actually I could. September’s mother had spent a day in jail a few years earlier for crossing a police line when she tried to drive down her own street, which had been blocked for a parade. I hadn’t known that a defective gene could cause one to disregard a police line. “You can’t do this!” I protested, trailing along. “You want to get pepper sprayed?

I had either been insulted or praised. Perhaps both.

produce second-mile followers. If you go out of your way to care about others and help them, then they will go out of their way to help you when you ask them to.

Babylonian mathematics rested on a division of the circle into 360 degrees

Further, as a TL, I use a system where my team members get hands-on and either I cover or supervise. This is important because if I get caught getting hands-on, I am not doing my job as a leader. My job is to supervise my team and ensure that we maintain 360-degree security at all times.

In 1967 the broom world was galvanised by the formation of the Nimbus Racing Broom Company. Nothing like the Nimbus 1000 had ever been seen before. Reaching speeds of up to a hundred miles per hour, capable of turning 360 degrees at a fixed point in mid-air, the Nimbus combined the reliability of the old Oakshaft 79 with the easy handling of the best Cleansweeps. The Nimbus immediately became the broom preferred by professional Quidditch teams across Europe, and the subsequent models (1001, 1500, and 1700) have kept the Nimbus Racing Broom Company at the top of the field.

For most people "work/life balance" is not a Sunday supplement vision of harmony and enjoyment, but rather an ongoing war against an alien force which threatens to vaporize them, and letting work roam free in the open sphere of social and personal life creates an all-pervasive 360 degree anxiety. The culture of flexibility and mobility paradoxically imposes an ever-tightening grip on the individual who is always accessible by mobile phone, email or laptop, while at the same time this culture is re-packaged as a gateway to leisure, sold through an Advertopia of "seamless connectivity".

Under Grossman’s Regulation 2.0 scheme, government regulatory agencies would operate quite differently from the way they do today. Rather than establishing rules of market access, their primary job would be to establish and enforce requirements for after-the-fact transparency. Grossman imagines a city government responding to the arrival of Uber by passing an ordinance that states: “Anyone offering for-hire vehicle services may opt out of existing regulations as long as they implement mobile dispatch, e-hailing, and e-payments, 360-degree peer-review of drivers and passengers, and provide an open data API for public auditing of system performance with regards to equity, access, performance, and safety.”54