Blueprint For Success Quotes

you can have all the knowledge and skills in the world, but if your ““blueprint”” isn’’t set for success, you’’re financially doomed.

What separates people who made their dreams come true is not setting goals to achieve a life the way they expect it to be, but how they expect to be, in order to achieve it.

People didn't realize it, but they needed myths to survive, just as much now as when their forebears were alive. Perhaps more. Mythology embodied the world's dreams, helped to make sense of the great human problems. Just as the dreams of individuals exist to give subconscious support to their conscious lives, so do myths serve as society's dreams. They uncover the dark, hidden places where mysteries dwell and can turn to nightmare if left untended. They make sense of injustice in archetypal terms. They give men and women a blueprint for how they may respond to success or failure, tragedy or joy.

People who made their dreams come true didn’t simply go after it. They changed the person they were, in order to fit the type of person that would live that type of dream.

the ‘divide & conquer’ principle has been successfully implemented on our planet and is being used very effectively to keep us under control and in a perpetual state of conflict.

The business of business is a lot of little decisions every day mixed up with a few big decisions.

Success leaves traces. —John Templeton

Genetics, not lack of willpower, is the major reason why people differ in BMI. Success and failure, credit and blame, in overcoming problems should be calibrated relative to genetic strengths and weaknesses.

Should you find yourself in a chronically leaking boat, energy devoted to changing vessels is likely to be more productive than energy devoted to patching leaks. —Warren Buffett

It is impossible to produce superior performance unless you do something different. —John Templeton

There is a fundamental humility to decentralization, an admission that headquarters does not have all the answers and that much of the real value is created by local managers in the field.

I’ve learned that if you make your primary goal teaching your child to read or spell just like every other child, you’re going to decrease your child’s chances of achieving success. It’s like telling a person in a wheelchair that she needs to put in more time to learn how to walk.

You are right not because others agree with you, but because your facts and reasoning are sound. —Benjamin Graham

hire the best people you can and leave them alone.

Basically, CEOs have five essential choices for deploying capital—investing in existing operations, acquiring other businesses, issuing dividends, paying down debt, or repurchasing stock—and three alternatives for raising it—tapping internal cash flow, issuing debt, or raising equity. Think of these options collectively as a tool kit. Over the long term, returns for shareholders will be determined largely by the decisions a CEO makes in choosing which tools to use (and which to avoid) among these various options. Stated simply, two companies with identical operating results and different approaches to allocating capital will derive two very different long-term outcomes for shareholders.

The human mind is an incredible thing. It can conceive of the magnificence of the heavens and the intricacies of the basic components of matter. Yet for each mind to achieve its full potential, it needs a spark. The spark of enquiry and wonder. Often that spark comes from a teacher. Allow me to explain. I wasn’t the easiest person to teach, I was slow to learn to read and my handwriting was untidy. But when I was fourteen my teacher at my school in St Albans, Dikran Tahta, showed me how to harness my energy and encouraged me to think creatively about mathematics. He opened my eyes to maths as the blueprint of the universe itself. If you look behind every exceptional person there is an exceptional teacher. When each of us thinks about what we can do in life, chances are we can do it because of a teacher. [...] The basis for the future of education must lie in schools and inspiring teachers. But schools can only offer an elementary framework where sometimes rote-learning, equations and examinations can alienate children from science. Most people respond to a qualitative, rather than a quantitative, understanding, without the need for complicated equations. Popular science books and articles can also put across ideas about the way we live. However, only a small percentage of the population read even the most successful books. Science documentaries and films reach a mass audience, but it is only one-way communication.

If you think of capital allocation more broadly as resource allocation and include the deployment of human resources, you find again that Singleton had a highly differentiated approach. Specifically, he believed in an extreme form of organizational decentralization with a wafer-thin corporate staff at headquarters and operational responsibility and authority concentrated in the general managers of the business units. This was very different from the approach of his peers, who typically had elaborate headquarters staffs replete with vice presidents and MBAs.

the pervasive element in our two-thousand-year pastoral tradition is not someone who “gets things done” but rather the person placed in the community to pay attention and call attention to “what is going on right now” between men and women, with one another and with God—this kingdom of God that is primarily local, relentlessly personal, and prayerful “without ceasing.” I want to give witness to this way of understanding pastor, a way that can’t be measured or counted, and often isn’t even noticed. I didn’t notice for a long time. I would like to provide dignity to this essentially modest and often obscure way of life in the kingdom of God. Along the way, I want to insist that there is no blueprint on file for becoming a pastor. In becoming one, I have found that it is a most context-specific way of life: the pastor’s emotional life, family life, experience in the faith, and aptitudes worked out in an actual congregation in the neighborhood in which she or he lives—these people just as they are, in this place. No copying. No trying to be successful. The ways in which the vocation of pastor is conceived, develops, and comes to birth is unique to each pastor. The only modifier I can think of that might be useful in honoring the ambiguity and mystery involved in the working life of the pastor is “maybe.” Anne Tyler a few years ago wrote a novel with the title Saint Maybe. How about Pastor Maybe? That would serve both as a disclaimer to expertise (that if we could just copy the right model, we would have it down) and a ready reminder of the unavoidable ambiguity involved in this vocation. Pastor Maybe: given the loss of cultural and ecclesiastical consensus on how to live this life, none of us is sure of what we are doing much of the time, only maybe.

Even though our physical reality is more like an illusion, it is still the "illusion" that helps us evolve, so we should take it seriously. Giving up in life or committing suicide because we found out that our reality works like an illusion is not going to help us evolve back to Creation. Committing suicide is one of the worst things you can do because it can cause your soul to become stuck on Earth with little awareness of what is happening. You can be stuck in an illusionary reality that seems to keep replaying itself for centuries. Some of us like to refer to these lost souls as ghosts. Being in this lost state of awareness will not free you from pain and suffering, but will stunt your spiritual evolution which is one of the worst things you can do to your soul. DNA creates our external reality because

Perhaps the best example for the continuing power and importance of traditional religions in the modern world comes from Japan. In 1853 an American fleet forced Japan to open itself to the modern world. In response, the Japanese state embarked on a rapid and extremely successful process of modernisation. Within a few decades, it became a powerful bureaucratic state relying on science, capitalism and the latest military technology to defeat China and Russia, occupy Taiwan and Korea, and ultimately sink the American fleet at Pearl Harbor and destroy the European empires in the Far East. Yet Japan did not copy blindly the Western blueprint. It was fiercely determined to protect its unique identity, and to ensure that modern Japanese will be loyal to Japan rather than to science, to modernity, or to some nebulous global community. To that end, Japan upheld the native religion of Shinto as the cornerstone of Japanese identity. In truth, the Japanese state reinvented Shinto. Traditional Shinto was a hodge-podge of animist beliefs in various deities, spirits and ghosts, and every village and temple had its own favourite spirits and local customs. In the late nineteenth century and early twentieth century, the Japanese state created an official version of Shinto, while discouraging many local traditions. This ‘State Shinto’ was fused with very modern ideas of nationality and race, which the Japanese elite picked from the European imperialists. Any element in Buddhism, Confucianism and the samurai feudal ethos that could be helpful in cementing loyalty to the state was added to the mix. To top it all, State Shinto enshrined as its supreme principle the worship of the Japanese emperor, who was considered a direct descendant of the sun goddess Amaterasu, and himself no less than a living god.