Bigger Isn't Always Better Quotes

For example, Jesus’ stunning success in teaching and feeding the 5,000 at the beginning of John 6 is followed just a few paragraphs later by a corresponding numerical failure: “At this point many of his disciples turned away and deserted him” (John 6:66 NLT). Jesus didn’t wring his hands and question his preaching strategy; he remained content, knowing he was in the Father’s will. He had a larger perspective on what God was doing. Success isn’t always bigger and better. The

God's blessings, however, aren't always bigger, better, and beautiful. In fact, I truly believe that God gifts His chosen leaders with a very unusual blessing. You might even call it a weird blessing because most of the time we call it...a burden.

What a skeletal wreck of man this is. Translucent flesh and feeble bones, the kind of temple where the whores and villains try to tempt the holistic domes. Running rampid with free thought to free form, and the free and clear. When the matters at hand are shelled out like lint at a laundry mat to sift and focus on the bigger, better, now. We all have a little sin that needs venting, virtues for the rending and laws and systems and stems are ripped from the branches of office, do you know where your post entails? Do you serve a purpose, or purposely serve? When in doubt inside your atavistic allure, the value of a summer spent, and a winter earned. For the rest of us, there is always Sunday. The day of the week the reeks of rest, but all we do is catch our breath, so we can wade naked in the bloody pool, and place our hand on the big, black book. To watch the knives zigzag between our aching fingers. A vacation is a countdown, T minus your life and counting, time to drag your tongue across the sugar cube, and hope you get a taste. WHAT THE FUCK IS ALL THIS FOR? WHAT THE HELL’S GOING ON? SHUT UP! I can go on and on but lets move on, shall we? Say, your me, and I’m you, and they all watch the things we do, and like a smack of spite they threw me down the stairs, haven’t felt like this in years. The great magnet of malicious magnanimous refuse, let me go, and punch me into the dead spout again. That’s where you go when there’s no one else around, it’s just you, and there was never anyone to begin with, now was there? Sanctimonious pretentious dastardly bastards with their thumb on the pulse, and a finger on the trigger. CLASSIFIED MY ASS! THAT’S A FUCKING SECRET, AND YOU KNOW IT! Government is another way to say better…than…you. It’s like ice but no pick, a murder charge that won’t stick, it’s like a whole other world where you can smell the food, but you can’t touch the silverware. Huh, what luck. Fascism you can vote for. Humph, isn’t that sweet? And we’re all gonna die some day, because that’s the American way, and I’ve drunk too much, and said too little, when your gaffer taped in the middle, say a prayer, say a face, get your self together and see what’s happening. SHUT UP! FUCK YOU! FUCK YOU! I’m sorry, I could go on and on but their times to move on so, remember: you’re a wreck, an accident. Forget the freak, your just nature. Keep the gun oiled, and the temple cleaned shit snort, and blaspheme, let the heads cool, and the engine run. Because in the end, everything we do, is just everything we’ve done.

Timing is something that none of us can seem to get quite right with relationships. We meet the person of our dreams the month before they leave to go study abroad. We form an incredibly close friendship with an attractive person who is already taken. One relationship ends because our partner isn’t ready to get serious and another ends because they’re getting serious too soon. “It would be perfect,” We moan to our friends, “If only this were five years from now/eight years sooner/some indistinct time in the future where all our problems would take care of themselves.” Timing seems to be the invariable third party in all of our relationships. And yet we never stop to consider why we let timing play such a drastic role in our lives. Timing is a bitch, yes. But it’s only a bitch if we let it be. Here’s a simple truth that I think we all need to face up to: the people we meet at the wrong time are actually just the wrong people. You never meet the right people at the wrong time because the right people are timeless. The right people make you want to throw away the plans you originally had for one and follow them into the hazy, unknown future without a glance backwards. The right people don’t make you hmm and haw about whether or not you want to be with them; you just know. You know that any adventure you had originally planned out for your future isn’t going to be half as incredible as the adventures you could have by their side. That no matter what you thought you wanted before, this is better. Everything is better since they came along. When you are with the right person, time falls away. You don’t worry about fitting them into your complicated schedule, because they become a part of that schedule. They become the backbone of it. Your happiness becomes your priority and so long as they are contributing to it, you can work around the rest. The right people don’t stand in the way of the things you once wanted and make you choose them over them. The right people encourage you: To try harder, dream bigger, do better. They bring out the most incredible parts of yourself and make you want to fight harder than ever before. The right people don’t impose limits on your time or your dreams or your abilities. They want to tackle those mountains with you, and they don’t care how much time it takes. With the right person, you have all of the time in the world. The truth is, when we pass someone up because the timing is wrong, what we are really saying is that we don’t care to spend our time on that person. There will never be a magical time when everything falls into place and fixes all our broken relationships. But there may someday be a person who makes the issue of timing irrelevant. Because when someone is right for us, we make the time to let them into our lives. And that kind of timing is always right.

GET BEYOND THE ONE-MAN SHOW Great organizations are never one-man operations. There are 22 million licensed small businesses in America that have no employees. Forbes suggests 75 percent of all businesses operate with one person. And the average income of those companies is a sad $44,000. That’s not a business—that’s torture. That is a prison where you are both the warden and the prisoner. What makes a person start a business and then be the only person who works there? Are they committed to staying small? Or maybe an entrepreneur decides that because the talent pool is so poor, they can’t hire anyone who can do it as well as them, and they give up. My guess is the latter: Most people have just given up and said, “It’s easier if I just do it myself.” I know, because that’s what I did—and it was suicidal. Because my business was totally dependent on me and only me, I was barely able to survive, much less grow, for the first ten years. Instead I contracted another company to promote my seminars. When I hired just one person to assist me out of my home office, I thought I was so smart: Keep it small. Keep expenses low. Run a tight ship. Bigger isn’t always better. These were the things I told myself to justify not growing my business. I did this for years and even bragged about how well I was doing on my own. Then I started a second company with a partner, a consulting business that ran parallel to my seminar business. This consulting business quickly grew bigger than my first business because my partner hired people to work for us. But even then I resisted bringing other people into the company because I had this idea that I didn’t want the headaches and costs that come with managing people. My margins were monster when I had no employees, but I could never grow my revenue line without killing myself, and I have since learned that is where all my attention and effort should have gone. But with the efforts of one person and one contracted marketing company, I could expand only so much. I know that a lot of speakers and business gurus run their companies as one-man shows. Which means that while they are giving advice to others about how to grow a business, they may have never grown one themselves! Their one-man show is simply a guy or gal going out, collecting a fee, selling time and a few books. And when they are out speaking, the business terminates all activity. I started studying other people and companies that had made it big and discovered they all had lots of employees. The reality is you cannot have a great business if it’s just you. You need to add other people. If you don’t believe me, try to name one truly great business that is successful, ongoing, viable, and growing that doesn’t have many people making it happen. Good luck. Businesses are made of people, not just machines, automations, and technology. You need people around you to implement programs, to add passion to the technology, to serve customers, and ultimately to get you where you want to go. Consider the behemoth online company Amazon: It has more than 220,000 employees. Apple has more than 100,000; Microsoft has around the same number. Ernst & Young has more than 200,000 people. Apple calls the employees working in its stores “Geniuses.” Don’t you want to hire employees deserving of that title too? Think of how powerful they could make your business.

He was known by three names. The official records have the first one: Marcos Maria Ribeira. And his official data. Born 1929. Died 1970. Worked in the steel foundry. Perfect safety record. Never arrested. A wife, six children. A model citizen, because he never did anything bad enough to go on the public record. The second name he had was Marcao. Big Marcos. Because he was a giant of a man. Reached his adult size early in his life. How old was he when he reached two meters? Eleven? Definitely by the time he was twelve. His size and strength made him valuable in the foundry,where the lots of steel are so small that much of the work is controlled by hand and strength matters. People's lives depended on Marcao's strength. His third name was Cao. Dog. That was the name you used for him when you heard his wife, Novinha, had another black eye, walked with a limp, had stitches in her lip. He was an animal to do that to her. Not that any of you liked Novinha. Not that cold woman who never gave any of you good morning. But she was smaller than he was, and she was the mother of his children, and when he beat her, he deserved the name of Cao. Tell me, is this the man you knew? Spent more hours in the bars than anyone but never made any friends there, never the camaraderie of alcohol for him. You couldn't even tell how much he had been drinking. He was surly and short-tempered before he had a drink and he was surly and short-tempered right before he passed out-nobody could tell the difference. You never heard of him having a friend, and none of you was ever glad to see him come into a room. That's the man you knew, most of you. Cao. Hardly a man at all. A few men, the men from the foundry in Bairro das Fabricados, knew him as a strong arm as they could trust. They knew he never said he could do more than he could do and he always did what he said he would do. You could count on him. So, within the walls of the foundry, he had their respect. But when you walked out of the door, you treated him like everybody else-ignored him, thought little of him. Some of you also know something else that you never talk about much. You know you gave him the name Cao long before he earned it. You were ten, eleven, twelve years old. Little boys. He grew so tall. It made you ashamed to be near him. And afraid, because he made you feel helpless. So you handled him the way human beings always handle things that are bigger than they are. You banded together. Like hunters trying to bring down a mastodon. Like bullfighters trying to weaken a giant bull to prepare it for the kill. Pokes, taunts, teases. Keep him turning around. He can't guess where the next blow was coming from. Prick him with barbs that stay under his skin. Weaken him with pain. Madden him. Because big as he is, you can make him do things. You can make him yell. You can make him run. You can make him cry. See? He's weaker than you after all. There's no blame in this. You were children then, and children are cruel without knowing better. You wouldn't do that now. But now that I've reminded you, you can clearly see an answer. You called him a dog, so he became one. For the rest of his life, hurting helpless people. Beating his wife. Speaking so cruelly and abusively to his son, Miro, that it drove the boy out of his house. He was acting the way you treated him, becoming what you told him he was. But the easy answer isn't true. Your torments didn't make him violent - they made him sullen. And when you grew out of tormenting him, he grew out of hating you. He wasn't one to bear a grudge. His anger cooled and turned into suspicion. He knew you despised him; he learned to live without you. In peace. So how did he become the cruel man you knew him to be? Think a moment. Who was it that tasted his cruelty? His wife. His children. Some people beat their wife and children because they lust for power, but are too weak or stupid to win power in the world.

It would be nice to help them avoid the typical discouragements. I’d tell them to hit pause, think long and hard about how they want to spend their time, and with whom they want to spend it for the next forty years. I’d tell men and women in their midtwenties not to settle for a job or a profession or even a career. Seek a calling. Even if you don’t know what that means, seek it. If you’re following your calling, the fatigue will be easier to bear, the disappointments will be fuel, the highs will be like nothing you’ve ever felt. I’d like to warn the best of them, the iconoclasts, the innovators, the rebels, that they will always have a bull’s-eye on their backs. The better they get, the bigger the bull’s-eye. It’s not one man’s opinion; it’s a law of nature. I’d like to remind them that America isn’t the entrepreneurial Shangri-La people think. Free enterprise always irritates the kinds of trolls who live to block, to thwart, to say no, sorry, no. And it’s always been this way. Entrepreneurs have always been outgunned, outnumbered. They’ve always fought uphill, and the hill has never been steeper. America is becoming less entrepreneurial, not more. A Harvard Business School study recently ranked all the countries of the world in terms of their entrepreneurial spirit. America ranked behind Peru. And those who urge entrepreneurs to never give up? Charlatans. Sometimes you have to give up. Sometimes knowing when to give up, when to try something else, is genius. Giving up doesn’t mean stopping. Don’t ever stop. Luck plays a big role. Yes, I’d like to publicly acknowledge the power of luck. Athletes get lucky, poets get lucky, businesses get lucky. Hard work is critical, a good team is essential, brains and determination are invaluable, but luck may decide the outcome. Some people might not call it luck. They might call it Tao, or Logos, or Jñāna, or Dharma. Or Spirit. Or God. Put it this way. The harder you work, the better your Tao. And since no one has ever adequately defined Tao, I now try to go regularly to mass. I would tell them: Have faith in yourself, but also have faith in faith. Not faith as others define it. Faith as you define it. Faith as faith defines itself in your heart.

I always thought that Jax was my golden ticket to happiness, but I was wrong. There is joy without Jax, and in actuality, there always has been. In all my happy memories, he was there, and I let myself think that he was the reason. But now, I know that he was just along for the ride, just as I was on his roller coaster through life. He was a passenger on my ride, the one I created. I have the choice to live my life with regret or to live it with gratitude, and I’m choosing the latter. I still don’t understand everything that has happened, and maybe I never will. But I know that this isn’t the end for me. I’m not on the downward slide of life at almost twenty-three. Bigger and better things are out there. A smile warms my face as I focus on the full suitcase sitting next to my bedroom door. I leave tomorrow for New York City. I still can’t wrap my mind around that one either. While looking for photography jobs online this summer, I came across an internship at a huge advertising firm, and I applied on a whim. I knew that the competition would be fierce, and the chances of me getting

All too often people become restless in their lives, always desiring bigger and better things. This isn’t necessarily a sign of ambition, rather it is a sign of not being grateful for what they have.

Never stop being nice, never get tired of being a good person whose heart is good, big and warm. I personally know that it truly sucks being taken advantage of and feeling like it's better to be cold-hearted than warm-hearted sometimes. However, I would like to also remind you that people like you are the very reason why this world has hope, so always be as good as you are, and never as bad as they are. Remember that you are the better and bigger person, don't play in the devils arena as God isn't standing in his corner.

When it comes to the church and numbers, the problem isn’t that we count, it’s that we have so fully embraced the world’s dictum that bigger is better that numbers have become the only thing we count. When something isn’t bigger and better, we consider it — and often ourselves — a failure. What we miss in all this counting is the value Scripture places on internal markers. What constitutes failure in the eyes of the world isn’t always a failure in the kingdom of God. For

She nodded, but her expression slowly turned funny. “Before I forget, why didn’t you tell me about Tall, Silver, and Handsome?” I burst out laughing. “He is handsome, huh?” She whispered, “How old is he?” “I think early forties.” Yuki whistled. “What is he? Six-four? Two-forty?” “Why are you so creepy? You’re always measuring people.” “I have to when we’re hiring bodyguards. Bigger isn’t always better… but most of the time it is.” It was my turn to wiggle my eyebrows at her. “I wish. I mess with him all the time, and I don’t think he likes me much unless he’s in a good mood.” My friend frowned. “How could he not like you? If I was sexually attracted to women, I would be attracted to you.” “You say the nicest things, Yu.” She lifted her eyebrows. “It’s true. 

In America, particularly in non-unionized workplaces, this sort of chronic understaffing acquires a logic all its own. If you can stand to lose employee weight, you should; if you don’t, you’re leaving profits on the table. Appropriately staffing isn’t a way to create a better work environment; it’s “bloat.” Workplaces attempt to counter the negative effects of understaffing with professional development, bonuses, perks, snacks, therapy dogs, subsidized gym memberships, swag, happy hours, access to meditation apps; the list is truly endless. One HR person told us that she was always amazed that employees complained about stress and overwork but then never took advantage of the perks. It makes sense, though. They don’t have the time. What would really make their lives better isn’t a meditation app, but adding a few more employees without also adding the expectation of more work.

There was still another 75 minutes left to play. It didn’t matter. Those 75 minutes would end up as a footnote on Carli Lloyd’s stunning performance—one of the most dominant displays in a championship game anywhere, ever. The Americans won the World Cup, 5–2, but it was the performance of a lifetime for Lloyd. When the whistle blew, Lloyd dropped to her knees and cried. Heather O’Reilly ran from the bench straight to Lloyd and slid into her. Soon all the players found their way to one another for a frantic mishmash of hugs. Afterward, in the post-match press conference, Japanese coach Norio Sasaki told reporters: “Ms. Lloyd always does this to us. In London she scored twice. Today she scored three times. So we’re embarrassed, but she’s excellent.” Lloyd, for her part, almost downplayed the performance. She believed she could’ve scored one more goal. “I visualized playing in the World Cup final and visualized scoring four goals,” Lloyd said. “It sounds pretty funny, but that’s what it’s all about. At the end of the day, you can be physically strong, you can have all the tools out there, but if your mental state isn’t good enough, you can’t bring yourself to bigger and better things.

D’you think Scotland’s going to leave?” “Go for independence? Maybe,” said Strike. “The polls are close. Barclay thinks it could happen. He was telling me about some old mates of his at home. They sound just like Polworth. Same hate figures, same promises everything’ll be rainbows and unicorns if only they cut themselves free of London. Anyone pointing out pitfalls or difficulties is scaremongering. Experts don’t know anything. Facts lie. ‘Things can’t be any worse than they are.’” Strike put several chips in his mouth, chewed, swallowed, then said, “But life’s taught me things can always get worse than they are. I thought I had it hard, then they wheeled a bloke onto the ward who’d had both his legs and his genitals blown off.” He’d never before talked to Robin about the aftermath of his life-changing injury. Indeed, he rarely mentioned his missing leg. A barrier had definitely fallen, Robin thought, since their whisky-fueled talk in the dark office. “Everyone wants a single, simple solution,” he said, now finishing his last few chips. “One weird trick to lose belly fat. I’ve never clicked on it, but I understand the appeal.” “Well, reinvention’s such an inviting idea, isn’t it?” said Robin, her eyes on the fake hot-air balloons, circling on their prescribed course. “Look at Douthwaite, changing his name and finding a new woman every few years. Reinventing a whole country would feel amazing. Being part of that.” “Yeah,” said Strike. “Of course, people think if they subsume themselves in something bigger, and that changes, they’ll change too.” “Well, there’s nothing wrong with wanting to be better, or different, is there?” asked Robin. “Nothing wrong with wanting to improve things?” “Not at all,” said Strike. “But people who fundamentally change are rare, in my experience, because it’s bloody hard work compared to going on a march or waving a flag. Have we met a single person on this case who’s radically different to the person they were forty years ago?

That’s when I push myself, and try harder to be open to the possibility that I’m mistaken. Why do I hold that belief? Are there those who don’t? Do I respect them, or at least some of them? Why might they have come to a different conclusion? I try to recall times in the past when I was wrong about something, even though I’d been confident of being right. The bigger the mistake, the better. The process helps me to understand that the mental adjustment to a new thought paradigm isn’t as easy as hindsight always makes it seem.

With a break in the mother-child bond among siblings, each child might express his or her disconnection with the mother differently. One child might become a people pleaser, fearing that if he’s not good, or he makes waves, he’ll lose connection with people. Another child, believing that connection is never hers to have in the first place, might become argumentative and create conflict to push away the people close to her. Another child might isolate and have little contact with people at all. I’ve noticed that if several siblings have breaks in the mother-child bond, they’ll often express anger or jealousy, or feel disconnected from one another. For example, an older child might resent the child born later, perceiving that the younger child received the love that he or she did not get. Because the hippocampus—that part of the brain involved in creating memories—isn’t fully operational until after the age of two, the older child may not consciously remember being held, fed, or cuddled by the mother, but remembers the younger child receiving their mother’s love. In response, the older child, feeling slighted, can unconsciously blame the younger child for getting what he or she did not. And then, of course, there are some children who don’t seem to carry any family trauma at all. For these children, it’s quite possible that a successful bond was established with the mother and/or father, and this connection helped to immunize the child from carrying entanglements from the past. Perhaps a window of time opened in which the mother was able to give more to one particular child and not the others. Perhaps the parents’ relationship improved. Perhaps the mother experienced a special connection with one child, but couldn’t connect deeply with the others. Younger children often, though not always, seem to do a bit better than first children, or only children, who seem to carry a bigger portion of unfinished business from the family history. When it comes to siblings and inherited family trauma, there are no hard and fast rules governing how each child is affected. Many variables, in addition to birth order and gender, can influence the choices siblings make and the lives they lead. Even though it may appear from the outside that one sibling is unscathed by trauma, while another is encumbered, my clinical experience gives me a different perspective: Most of us carry at least some residue from our family history. However, many intangibles also enter into the equation and can influence how deeply entrenched family traumas remain. These intangibles include self-awareness, the ability to self-soothe, and having a powerful internal healing experience.

The lies we tell ourselves are always the most dangerous. I think it's instinct; self-preservation is a fundamental part of our DNA. We are a species of liars, and sometimes we deliberately connect the dots in the wrong order, and pretend to make sense of what we see. We stretch the stories of our lives to fit our own desired narratives, presenting a prettier picture for those around us. Honesty loses every time to a lie less ordinary, and truth is overrated. Far better to make it up than to make do. The world of make-believe isn't just for children. Like shoes, the stories we tell about ourselves get bigger with age. When we grow out of one, we make up another.

PRINCIPLE: LEADING UP THE CHAIN If your boss isn’t making a decision in a timely manner or providing necessary support for you and your team, don’t blame the boss. First, blame yourself. Examine what you can do to better convey the critical information for decisions to be made and support allocated. Leading up the chain of command requires tactful engagement with the immediate boss (or in military terms, higher headquarters) to obtain the decisions and support necessary to enable your team to accomplish its mission and ultimately win. To do this, a leader must push situational awareness up the chain of command. Leading up the chain takes much more savvy and skill than leading down the chain. Leading up, the leader cannot fall back on his or her positional authority. Instead, the subordinate leader must use influence, experience, knowledge, communication, and maintain the highest professionalism. While pushing to make your superior understand what you need, you must also realize that your boss must allocate limited assets and make decisions with the bigger picture in mind. You and your team may not represent the priority effort at that particular time. Or perhaps the senior leadership has chosen a different direction. Have the humility to understand and accept this. One of the most important jobs of any leader is to support your own boss—your immediate leadership. In any chain of command, the leadership must always present a united front to the troops. A public display of discontent or disagreement with the chain of command undermines the authority of leaders at all levels. This is catastrophic to the performance of any organization. As a leader, if you don’t understand why decisions are being made, requests denied, or support allocated elsewhere, you must ask those questions up the chain. Then, once understood, you can pass that understanding down to your team. Leaders in any chain of command will not always agree. But at the end of the day, once the debate on a particular course of action is over and the boss has made a decision—even if that decision is one you argued against—you must execute the plan as if it were your own. When leading up the chain of command, use caution and respect. But remember, if your leader is not giving the support you need, don’t blame him or her. Instead, reexamine what you can do to better clarify, educate, influence, or convince that person to give you what you need in order to win. The major factors to be aware of when leading up and down the chain of command are these:

They should let some people into the library by prescription only. For serious, books about architecture are Denny's pornography. Yeah, first it's a few rocks. Then it's fan-tracery vaulting. My point is, this is America. You start out with hand jobs and progress to orgies. You smoke some dope and then, the big H. This is our whole culture of bigger, better, stronger, faster. The key word is progress. In America, if your addiction isn't always new and improved, you're a failure.

Pursue Meaning, Not Happiness Feeling happy is like feeling warm. It’s a state of being that feels good. It might sound counterintuitive but focusing directly on pursuing happiness isn’t always the best approach to increasing it. This parallels the idea that focusing on reducing anxiety isn’t always the best way to decrease it. What’s an alternative to focusing on increasing your happiness? A better idea is focusing on pursuing things that feel meaningful. I’m not necessarily suggesting Mother Teresa-type activities. What gives you a sense of meaning could be anything from cooking for your friends to puttering away on projects in your garage. Pursuing meaning rather than happiness helps you feel calmer when you’re not feeling happy in a particular moment. It smooths out the emotional bumps that come with mistakes, failures, and disappointments. There’s research showing that stress tends to be harmful only if you believe that it’s harmful and that you can’t cope with it. It’s easier to believe in your capacity to cope with stress if the stress is part of the bigger picture of building a meaningful life. Experiment: What makes for a meaningful life from your perspective? Skip over what you think you should answer and identify what’s actually true for you.

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