Added Success Quotes

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What a lousy earth! He wondered how many people were destitute that same night even in his own prosperous country, how many homes were shanties, how many husbands were drunk and wives socked, and how many children were bullied, abused, or abandoned. How many families hungered for food they could not afford to buy? How many hearts were broken? How many suicides would take place that same night, how many people would go insane? How many cockroaches and landlords would triumph? How many winners were losers, successes failures, and rich men poor men? How many wise guys were stupid? How many happy endings were unhappy endings? How many honest men were liars, brave men cowards, loyal men traitors, how many sainted men were corrupt, how many people in positions of trust had sold their souls to bodyguards, how many had never had souls? How many straight-and-narrow paths were crooked paths? How many best families were worst families and how many good people were bad people? When you added them all up and then subtracted, you might be left with only the children, and perhaps with Albert Einstein and an old violinist or sculptor somewhere.
Joseph Heller (Catch-22)
Indeed, Cialdini finds that people donate more money to charity when the phrase “even a penny will help” is added to a request.
Adam M. Grant (Give and Take: Why Helping Others Drives Our Success)
Heuristics for testing your goals Assess your goals using these guidelines: Does your goal start with a verb (“launch,” “build,” “refactor,” etc.)? Then you probably have an action, so reframe it to describe the outcome you want. Often, this takes the form of translating “X so that Y” into “Y via X” (and consider if you need X in there at all). A helpful trick to figure out the proper framing is to read the goal out, ask yourself why, answer that question, then do that a couple of times until the true goal comes into focus. (See Table 2 for an example.) Do you have “engineering goals” and “business goals,” or something similar? Stop it. Are your goals more than one page, more than three to five objectives, or more than three to five KRs per objective? No one will read them—let alone remember them. When you (or your team) look at your goals, do you wince and think, “What about X? I was really hoping to get to that this quarter”? If not, you probably haven’t focused enough, and your goals are not adding value. Could one team member think a goal is achieved and another one completely disagree? Then your goal isn’t specific enough. (By contrast, if everyone feels it’s mostly successful but the assessments range from 60–80 percent done, who cares?) Can you imagine a scenario where the goal is achieved but you’re still dissatisfied with where you ended up? Then your goal isn’t specific enough, or an aspect is missing. Could you be successful without achieving the goal? Then your goal is overly specific, and you should rethink how to define success.
Claire Hughes Johnson (Scaling People: Tactics for Management and Company Building)
Many companies contemplating where to play in the ecosystem economy have incredible, innovative ideas for expanding their proposition. But what they oftentimes fail to realize is that unless their ideas can achieve a quantum leap of customer experience improvement, they won't be successful. You need to not only make life easier for your customer—you need to make life vastly easier. The same is true of other stakeholders in your ecosystem. Adding a few superficial partnerships, or an additional service here, or a new form of connectivity there—this most certainly will not be enough to make a meaningful difference in customers’ lives.
Venkat Atluri (The Ecosystem Economy: How to Lead in the New Age of Sectors Without Borders)
The Masochistic Avoidant Solution The narcissist is angered by the lack of narcissistic supply. He directs some of this fury inwards, punishing himself for his "failure". This masochistic behavior has the added "benefit" of forcing the narcissist's closest to assume the roles of dismayed spectators or of persecutors and thus, either way, to pay him the attention that he craves. Self-administered punishment often manifests as self-handicapping masochism - a narcissistic cop-out. By undermining his work, his relationships, and his efforts, the increasingly fragile narcissist avoids additional criticism and censure (negative supply). Self-inflicted failure is the narcissist's doing and thus proves that he is the master of his own fate. Masochistic narcissists keep finding themselves in self-defeating circumstances which render success impossible - and "an objective assessment of their performance improbable" (Millon, 2000). They act carelessly, withdraw in mid-effort, are constantly fatigued, bored, or disaffected and thus passive-aggressively sabotage their lives. Their suffering is defiant and by "deciding to abort" they reassert their omnipotence.
Sam Vaknin (Narcissistic and Psychopathic Parents And their Children)