Bad Advisor Quotes

Good advice is usually given by someone who was once a bad example.

... thoughtlessness is a bad advisor.

For aggressive societies to survive, however, they always need that priest-judge-advisor class as well. This class balances the kings and warriors (as the U.S. Supreme Court balances the president and his armed forces). It is a more thoughtful group, often acting to check the impulses of the warrior-kings. Since the advisor class often proves right, its members are respected as counselors, historians, teachers, scholars, and the upholders of justice. They have the foresight, for example, to look out for the well-being of those common folks on whom the society depends, those who grow the food and raise the children. They warn against hasty wars and bad use of the land.

Some things are good for our image but bad for our pockets.

It is better to have loyal incompetents than competent rivals. Sometimes of course, having competent advisors is unavoidable.

5.​They are very important and deserve to be taken seriously. If you can establish a new, loving relationship with them and help them transform, they become wonderful companions, advisors, and playmates. You find yourself wanting to spend time with them and hear what ideas they have for you. Their conflicts don’t bother you much anymore, because you know they are just parts and you can help them get along—you become a good inner parent when necessary. And it becomes a lovely life practice just to spend time with them.

Whenever we are unsure how to act, we look to the group to guide our behavior. We are constantly scanning our environment and wondering, “What is everyone else doing?” We check reviews on Amazon or Yelp or TripAdvisor because we want to imitate the “best” buying, eating, and travel habits. It’s usually a smart strategy.

Psychologist Susan Fiske observes, ‘Attention is directed up the hierarchy. Secretaries know more about their bosses than vice versa; graduate students know more about their advisors than vice versa.’ Fiske explains this happens because, like our fellow primates, ‘people pay attention to those who control their outcomes. In an effort to predict and possibly influence what is going to happen to them, people gather information about those with power.

Utah ranks number one in incidents of depression and suicides, nationwide. One study reported: “In Utah, 14 percent of adults and adolescents reported experiencing severe psychological distress, and 10 percent said they’d had a major depressive episode in the past year. Bad mental health days come three times a month for those living in Utah.”i Incidentally, Utah leads the nation in fraud (see “God is Not a Good Investment Advisor,” chapter 8) and pornography consumptionii

I often tell people that I’m the biggest self-aware misogynist I know. I was writing a scene last night between a woman general and the man she helped put on the throne. I started writing in some romantic tension, and realized how lazy that was. There are other kinds of tension. I made a passing reference to sexual slavery, which I had to cut. I nearly had him use a gendered slur against her. I growled at the screen. He wanted to help save her child… no. Her brother? Ok. She was going to betray him. OK. He had some wives who died… ug. No. Close advisors? Friends? Maybe somebody just… left him? Even writing about societies where there is very little sexual violence, or no sexual violence against women, I find myself writing in the same tired tropes and motivations. “Well, this is a bad guy, and I need something traumatic to happen to this heroine, so I’ll have him rape her.” That was an actual thing I did in the first draft of my first book, which features a violent society where women outnumber men 25-1. Because, of course, it’s What You Do.

When I asked these protective parts what they’d rather do if they trusted they didn’t have to protect, they often wanted to do something opposite of the role they were in. Inner critics wanted to become cheerleaders or sage advisors, extreme caretakers wanted to help set boundaries, rageful parts wanted to help with discerning who was safe. It seemed that not only were parts not what they seemed, but also they each had qualities and resources to bring to the client’s life that were not available while they were tied up in the protective roles.

History belongs, above all, to the active and powerful man, the man who fights one great battle, who needs the exemplary men, teachers, and comforters and cannot find them among his contemporary companions. Thus, history belongs to Schiller: for our age is so bad, said Goethe, that the poet no longer encounters any useful nature in the human life surrounding him. Looking back to the active men, Polybius calls political history an example of the right preparation for ruling a state and the most outstanding teacher, something which, through the memory of other people's accidents, advises us to bear with resolution the changes in our happiness. Anyone who has learned to recognize the sense of history in this way must get annoyed to see inquisitive travellers or painstaking micrologists climbing all over the pyramids of the great things of the past. There, in the place where he finds the stimulation to breath deeply and to make things better, he does not wish to come across an idler who strolls around, greedy for distraction or stimulation, as among the accumulated art treasures of a gallery. In order not to despair and feel disgust in the midst of weak and hopeless idlers, surrounded by apparently active, but really only agitated and fidgeting companions, the active man looks behind him and interrupts the path to his goal to take a momentary deep breath. His purpose is some happiness or other, perhaps not his own, often that of a people or of humanity collectively. He runs back away from resignation and uses history as a way of fighting resignation. For the most part, no reward beckons him on, other than fame, that is, becoming a candidate for an honoured place in the temple of history, where he himself can be, in his turn, a teacher, consoler, and advisor for those who come later.

Good friendship, in Buddhism, means considerably more than associating with people that one finds amenable and who share one's interests. It means in effect seeking out wise companions to whom one can look for guidance and instruction. The task of the noble friend is not only to provide companionship in the treading of the way. The truly wise and compassionate friend is one who, with understanding and sympathy of heart, is ready to criticize and admonish, to point out one's faults, to exhort and encourage, perceiving that the final end of such friendship is growth in the Dhamma. The Buddha succinctly expresses the proper response of a disciple to such a good friend in a verse of the Dhammapada: 'If one finds a person who points out one's faults and who reproves one, one should follow such a wise and sagacious counselor as one would a guide to hidden treasure' If we associate closely with those who are addicted to the pursuit of sense pleasures, power, riches and fame, we should not imagine that we will remain immune from those addictions: in time our own minds will gradually incline to these same ends. If we associate closely with those who, while not given up to moral recklessness, live their lives comfortably adjusted to mundane routines, we too will remain stuck in the ruts of the commonplace. If we aspire for the highest — for the peaks of transcendent wisdom and liberation — then we must enter into association with those who represent the highest. Even if we are not so fortunate as to find companions who have already scaled the heights, we can well count ourselves blessed if we cross paths with a few spiritual friends who share our ideals and who make earnest efforts to nurture the noble qualities of the Dhamma in their hearts. When we raise the question how to recognize good friends, how to distinguish good advisors from bad advisors, the Buddha offers us crystal-clear advice. In the Shorter Discourse on a Full-Moon Night (MN 110) he explains the difference between the companionship of the bad person and the companionship of the good person. The bad person chooses as friends and companions those who are without faith, whose conduct is marked by an absence of shame and moral dread, who have no knowledge of spiritual teachings, who are lazy and unmindful, and who are devoid of wisdom. As a consequence of choosing such bad friends as his advisors, the bad person plans and acts for his own harm, for the harm of others, and the harm of both, and he meets with sorrow and misery. In contrast, the Buddha continues, the good person chooses as friends and companions those who have faith, who exhibit a sense of shame and moral dread, who are learned in the Dhamma, energetic in cultivation of the mind, mindful, and possessed of wisdom. Resorting to such good friends, looking to them as mentors and guides, the good person pursues these same qualities as his own ideals and absorbs them into his character. Thus, while drawing ever closer to deliverance himself, he becomes in turn a beacon light for others. Such a one is able to offer those who still wander in the dark an inspiring model to emulate, and a wise friend to turn to for guidance and advice.

How long have you been a financial advisor? At least ten years is what you want to hear. Experience is an important factor. You want to know that the person giving you advice has been through good and bad economic times. What certificates, licenses, or accreditations do you have? Your advisor has got to be licensed to give you advice. Nobody, and I mean nobody, should be giving financial advice in any way, shape, or form if they have not taken the time to get the necessary credentials to give you that advice. At the very least, you want your advisor to have one if not more of the following certifications and licenses: ~ CERTIFIED FINANCIAL PLANNER™ (CFP®) ~ Chartered Financial Consultant (ChFC) ~ Personal Financial Specialist (PFS) ~ NAPFA-Registered Financial Advisor ~ Financial Planning Association (FPA) ~ A Series 7 license ~ A Series 6 license ~ Registered Investment Advisors License

As I read, I imagine Strane in sexual harassment training, irritated he had to sit through it at all—none of it would have touched him—along with the other teachers who saw me, the one who called me Strane's classroom pet, Ms. Thompson and Mrs. Antonova, who recognized the clues but didn't protest when those clues were used as evidence of an emotionally troubled girl. I imagine them sitting through the training, nodding in agreement, saying yes, this is so important; we need to be these children's advocates. But what have they done when faced with situations in which they could actually make a difference? When they heard of the camping trips the history teacher took each year with his students, when faculty advisors brought students into their homes? All of this feels like performance, because I've seen how it plays out, how quickly people lift their hands and say, It happens sometimes, or Even if he did do something, it couldn't have really been that bad, or What could I have done to stop it? The excuses we make for them are outrageous, but they're nothing compared with the ones we make for ourselves.

The conversation lightened during the midday banquet the king hosted for our delegation. It was a lavish affair, like something out of a fairy tale, the fifty-foot table laden with whole roasted lambs and heaps of saffron rice and all manner of traditional and Western delicacies. Of the sixty or so people eating, my scheduling director, Alyssa Mastromonaco, and senior advisor Valerie Jarrett were two of the three women present. Alyssa seemed cheery enough as she chatted with Saudi officials across the table, although she appeared to have some trouble keeping the headscarf she was wearing from falling into the soup bowl. The king asked about my family, and I described how Michelle and the girls were adjusting to life in the White House. He explained that he had twelve wives himself—news reports put the number closer to thirty—along with forty children and dozens more grandchildren and great-grandchildren. “I hope you don’t mind me asking, Your Majesty,” I said, “but how do you keep up with twelve wives?” “Very badly,” he said, shaking his head wearily. “One of them is always jealous of the others. It’s more complicated than Middle East politics.

The war against ISIS in Iraq was a long, hard slog, and for a time the administration was as guilty of hyping progress as the most imaginative briefers at the old “Five O’Clock Follies” in Saigon had been. In May 2015, an ISIS assault on Ramadi and a sandstorm that grounded U.S. planes sent Iraqi forces and U.S. Special Forces embedded with them fleeing the city. Thanks to growing hostility between the Iraqi government and Iranian-supported militias in the battle, the city wouldn’t be taken until the end of the year. Before it was over we had sent well over five thousand military personnel back to Iraq, including Special Forces operators embedded as advisors with Iraqi and Kurdish units. A Navy SEAL, a native Arizonan whom I had known when he was a boy, was killed in northern Iraq. His name was Charles Keating IV, the grandson of my old benefactor, with whom I had been implicated all those years ago in the scandal his name had branded. He was by all accounts a brave and fine man, and I mourned his loss. Special Forces operators were on the front lines when the liberation of Mosul began in October 2016. At immense cost, Mosul was mostly cleared of ISIS fighters by the end of July 2017, though sporadic fighting continued for months. The city was in ruins, and the traumatized civilian population was desolate. By December ISIS had been defeated everywhere in Iraq. I believe that had U.S. forces retained a modest but effective presence in Iraq after 2011 many of these tragic events might have been avoided or mitigated. Would ISIS nihilists unleashed in the fury and slaughter of the Syrian civil war have extended their dystopian caliphate to Iraq had ten thousand or more Americans been in country? Probably, but with American advisors and airpower already on the scene and embedded with Iraqi security forces, I think their advance would have been blunted before they had seized so much territory and subjected millions to the nightmare of ISIS rule. Would Maliki have concentrated so much power and alienated Sunnis so badly that the insurgency would catch fire again? Would Iran’s influence have been as detrimental as it was? Would Iraqis have collaborated to prevent a full-scale civil war from erupting? No one can answer for certain. But I believe that our presence there would have had positive effects. All we can say for certain is that Iraq still has a difficult road to walk, but another opportunity to progress toward that hopeful vision of a democratic, independent nation that’s learned to accommodate its sectarian differences, which generations of Iraqis have suffered without and hundreds of thousands of Americans risked everything for.

they even put up bad reviews on TripAdvisor to scare away the tourists.

The progressive activist Van Jones (who was President Barack Obama’s green jobs advisor) endorsed this view in February of 2017 in a conversation at the University of Chicago’s Institute for Politics.

A second and more radical response opens up when you reject the “speech is violence” view: you can use your opponents’ ideas and arguments to make yourself stronger. The progressive activist Van Jones (who was President Barack Obama’s green jobs advisor) endorsed this view in February of 2017 in a conversation at the University of Chicago’s Institute for Politics. When Democratic strategist David Axelrod asked Jones about how progressive students should react when people they find ideologically offensive (such as someone associated with the Trump administration) are invited to speak on campus, Jones began by noting the distinction we described in chapter 1 between physical and emotional “safety”: There are two ideas about safe spaces: One is a very good idea and one is a terrible idea. The idea of being physically safe on a campus—not being subjected to sexual harassment and physical abuse, or being targeted specifically, personally, for some kind of hate speech—“you are an n-word,” or whatever—I am perfectly fine with that. But there’s another view that is now I think ascendant, which I think is just a horrible view, which is that “I need to be safe ideologically. I need to be safe emotionally. I just need to feel good all the time, and if someone says something that I don’t like, that’s a problem for everybody else, including the [university] administration.”90 Jones then delivered some of the best advice for college students we have ever heard. He rejected the Untruth of Fragility and turned safetyism on its head: I don’t want you to be safe ideologically. I don’t want you to be safe emotionally. I want you to be strong. That’s different. I’m not going to pave the jungle for you. Put on some boots, and learn how to deal with adversity. I’m not going to take all the weights out of the gym; that’s the whole point of the gym. This is the gym.

I found out I’m not just full of the devil and in a dark dungeon; there’s a lot of light down there inside of me and there’s this innocent little girl in there. She was a scared little girl and I needed to learn how to take care of her so she won’t be scared anymore or guilty. I needed to find my spiritual core and ask my inner advisor to guide me. The first time that I tried that, I found myself trapped in this dark, locked dungeon, like Daniel in the lion’s den, with my parents screaming and telling me I was a bad girl. Then pretty soon, this door opened and I went through this dark tunnel where all my fears and everything are, and then I came out into this light. That never happened to me before. It was always dark for me. I had never felt that feeling that hope, that peace. So that’s one of the ways I got rid of the nightmares — getting help from my inner advisor, my wise inner self.

If you’ve ever thought that it shouldn’t be so hard to examine your investment portfolio or hold your financial advisor accountable, you’re right. The system distorts your view of your money in the same way that a magician stacks the deck against the audience. It’s not evil or bad, but once you know how the magician does the illusion, you simply cannot be tricked so easily anymore. And once we all are in on the trick, the financial industry will need to improve, because the old, tired illusions won’t work anymore.

Doubts are the most dangerous bad advisor

But his graduate advisor, the eminent poverty scholar William Julius Wilson, promptly sent Venkatesh into the field. His assignment: to visit Chicago’s poorest black neighborhoods with a clipboard and a seventy-question, multiple-choice survey. This was the first question on the survey: How do you feel about being black and poor?         a. Very bad         b. Bad         c. Neither bad nor good         d. Somewhat good         e. Very good

A lonely heart is a bad romantic advisor.

Let’s look at how some successful brands we all know about have positioned the purchasing of their products as the resolution to external, internal, and philosophical problems: TESLA MOTOR CARS: Villain: Gas guzzling, inferior technology External: I need a car. Internal: I want to be an early adopter of new technology. Philosophical: My choice of car ought to help save the environment. NESPRESSO HOME COFFEE MACHINES: Villain: Coffee machines that make bad coffee External: I want better-tasting coffee at home. Internal: I want my home coffee machine to make me feel sophisticated. Philosophical: I shouldn’t have to be a barista to make a gourmet coffee at home. EDWARD JONES FINANCIAL PLANNING: Villain: Financial firms that don’t listen to their customers External: I need investment help. Internal: I’m confused about how to do this (especially with all the tech-driven resources out there). Philosophical: If I’m going to invest my money, I deserve an advisor who will thoughtfully explain things in person.

There exists tons of research supporting the notion that talk is healthy: when kids voice current concerns to supportive listeners, they benefit from their community of advisors; when they put words to future potential issues and think through how they might react, they train their brains to respond more logically in the heat of the moment. Ultimately, talking about what’s going on in your life at any age, but especially during puberty, keeps people safer and healthier. Talking is associated with a stronger sense of self, as well as reduced risk-taking or more forethought (or…wait for it…both!). Even when we don’t get in front of a situation with our kids, open lines of communication allow for conversation afterward. Said another way, while not talking isn’t necessarily a bad thing, talking is a good one.

Fear is a bad advisor" -Chancellor Angela Merkel

Fear is a bad advisor

John Ortberg, also a research advisor and senior pastor, added, “You can’t build a great church with a bad student ministry, and you can’t build a great student ministry with a languishing church.

Introduction Money isn’t just about numbers—it’s about behavior. That’s the core message of The Psychology of Money by Morgan Housel, a bestselling book that dives deep into the emotional, irrational, and surprisingly human side of personal finance. Whether you're an investor, advisor, or someone simply trying to make better money decisions, this book delivers timeless lessons that go far beyond market strategies. What The Psychology of Money Teaches Us Morgan Housel’s writing is simple yet powerful. Instead of complex charts or technical jargon, he uses stories and examples to show how psychology drives financial success more than intelligence does. Here are a few standout lessons from the book: 1. Wealth is What You Don’t See People often show off what they spend, but true wealth is built by what you don’t. Housel reminds us that saving and living below your means creates real freedom. 2. Compounding is Magic One of the most powerful forces in investing is time, not timing. Letting your money grow slowly and steadily—like Warren Buffett did—is more powerful than chasing quick wins. 3. Luck & Risk Are Real Success in investing isn’t always due to brilliance; luck plays a part. Similarly, failure doesn’t always mean bad choices. Understanding this makes us more humble and grounded. 4. You Don’t Need to Win Big to Win Building wealth doesn't require genius or perfect timing. What matters most is consistency, patience, and a strategy you can stick with for decades. 5. Freedom is the Ultimate Goal At the heart of all money goals is one thing: control over your time. Money is a tool—not for flashy things, but for buying back your time and choosing how you want to live. Applying Housel's Ideas in Real Life Reading is one thing. Applying these principles is where the real value lies. That’s where platforms like AssetPlus come in. ✅ Want to help others start early? ✅ Want to promote consistent SIPs over speculation? ✅ Want to build long-term relationships based on trust, not market hype? AssetPlus is designed with those very principles in mind. Whether you're a new distributor or an established advisor, AssetPlus lets you: Offer long-term investment products simply Track SIPs and AUM for steady trail income Build a behavior-focused investment journey with clients Final Thought Morgan Housel’s The Psychology of Money is more than a finance book—it’s a mirror. It forces us to think about why we spend, save, and invest the way we do. And if you're someone helping others do the same, AssetPlus is your perfect companion—a smart, digital-first platform that helps you turn timeless money lessons into real-world action.

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28. Experts Should Be On Tap, Not On Top This is another piece of advice from Winston Churchill (he was a fountain of great one-liners): Experts should be on tap, not on top. I have made the mistake all too often in the past of taking experts’ advice as gold, as the only ‘right’ option. It has often been against my instinct, and it has all too frequently landed me in trouble. To let yourself be guided purely by experts is always a recipe for disaster. So-called experts might know their field, but they don’t always know the whole picture of what’s right. Especially for you. I know some very wealthy people who don’t even live where they want to because their accountant told them they could pay less tax if they bought a home in Monaco. It is as if their accountant has more of a say over their lives than their kids or partners do - and that is always a ‘false’ economy. Experts are experts because they specialize in one small part of a field. A leader’s job is to see beyond that, to see the whole picture and then to make a considered decision. The expert advice should be there to serve you: to be ‘on tap’, when you need it, but not as your only option. So when you need guidance, ‘listen’ to all the experts, assemble the knowledge in your head, sleep on it, trust your instinct (more of that later!), then make an informed, not hasty decision. By the way, the only thing worse than making a bad decision? Making no decision! So many people fail to get ahead because they can’t decide. They dither. It is natural. We all get fearful of making a bad decision - but really that is back to being scared of failing, and we know how to deal with that now, don’t we? Failing is OK. A bad decision is better than no decision. So learn to make decisions - informed, good decisions, based on good advice, but not dictated solely by the advisors. Trust your instincts, and commit to your decision. And if it proves wrong, then learn from the error, have the humility to acknowledge it, then move on - wiser and smarter. And remember, like so many things, the more you practice making decisions, the better you will become at making good decisions. You’ll never have a 100 per cent gold strike rate, but some people get pretty darned close, and if you study their habits I bet you will see some clear patterns in their decision-making. So, listen to the experts, keep them on tap, but know your own mind, know your own heart - and let these lead you to the right choices to keep you on top.

People who are good at complaining about not having a lot of money are generally bad at not wasting money.

The collapse of startups should be no surprise. Ever since antitrust enforcement was changed under Ronald Reagan in the early 1980s, small was bad and big was considered beautiful. Murray Weidenbaum, the first chair of Reagan's Council of Economic Advisors, argued that economic growth, not competition, should be policymakers' primary goal. In his words, “It is not the small businesses that created the jobs,' he concluded, ‘but the economic growth.” And small businesses were sacrificed for the sake of bigger businesses.34 Ryan Decker, an economist at the Federal Reserve, found that the decline is even infecting the high technology sector. Americans look at startups over the years like PayPal and Uber and conclude the tech scene is thriving, but Decker points out that in the post-2000 period, we have seen a decline even in areas of great innovation like technology. Over the past 15 years, there are not only fewer technology startups, but these young firms are slower growing than they were before. Given the importance of technology to growth and productivity, his findings should be extremely troubling. The decline in firm entries is a mystery to many economists, but the cause is clear: greater industrial concentration has been choking the economy, leading to fewer startups. Firms are getting bigger and older. In a comprehensive study, Professor Gustavo Grullon showed that the disappearance of small firms is directly related to increasing industrial concentration. In real terms, the average firm in the economy has become three times larger over the past 20 years. The proportion of people employed by firms with 10,000 employees or more has been growing steadily. The share started to increase in the 1990s, and has recently exceeded previous historical peaks. Grullon concluded that when you look at all the evidence, it points “to a structural change in the US labor market, where most jobs are being created by large and established firms, rather than by entrepreneurial activity.”35 The employment data of small firms supports Grullon's conclusions; from 1978 to 2011, the number of jobs created by new firms fell from 3.4% of total business employment to 2% (Figure 3.2).36

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