Business Rebound Quotes

He opened the door wearing an oversized wife-beater and dirty trunks to match. Funny, but he recognized me withouta struggle. Immediately, I assumed he was sober, which was a good thing. Yet, seeing me wasn’t expected or desired. For sure, I was the last person on his list of surprises. Jerry adjusted his head and sharpened his bloodshot eyes. It wasthen his booze-bated breath greeted me well before he did. Ok, he was in a stupor or maybe on the rebound. Next, soiled diapers stole the little oxygen I had left—and I was still OUTDOORS. Yet somehow, I mustered enough wind to greet my brother. I tried to beat him to the punch and said, “What’s up bruh?” What happened next stomped my soul me for years to come! He never bothered to truly acknowledge me. Yet, heresponded without hesitation, “You know I can’t have any company!” Then he violently slammed the door shut! Jerry was gone! I couldn’t differentiate from being stupid or dumbstruck. I just stood silent on his porch all alone for about five minutes. I’d dealt with Jerry’s nastiness many times before. But he would initially warm up before dropping his hammer. Without a doubt, l was lost, confused, and bewildered like a teen-age boy losing a prom date. Foolishly, I used logic to dissect my embarrassment. First, the guy scolded me as if I should’ve known better! To be fair, Jerry was the breadwinner. His wife left him years ago. That part I understood. Only a fool would have hung around his crazy ass. It was amazing they got together, let alone stayed that way long enough to create those children. Yet, all his kids were pushing the ages of twenty andabove. What the hell did he mean, “I can’t receive any company!” Of course, I heard those crying babies which madehim a granddaddy. That was strangely obvious to his existence. Yes, the cycle continues! Second, I really didn’t care to go inside. I didn’t want to be in his business. I just wanted his input on Aunt Kathy’s memorial.

In so many places, we are so busy playing at being stewards of the Earth, deciding who gets to live and who gets to die. Once we have left our mark on an ecosystem, we show no hesitation in throwing open the hood again later to fiddle with its workings. We run the Earth as if it were one giant botanical garden to tend; passing judgment on species, playing God. I

When successful people fail, they rebound quickly. The breaking of a habit doesn’t matter if the reclaiming of it is fast…Too often, we fall into an all or nothing cycle with our habits. The problem is not slipping up—the problem is thinking that if you can’t do something perfectly, then you shouldn’t do it all. You don’t realize how valuable it is to just show up on your bad or busy days. Lost days hurt you more than successful days help you.

As the manager of my hedge fund, I’ve shorted the stocks of over two hundred companies that have eventually gone bankrupt. Many of these businesses started out with promising, even inspired ideas: natural cures for common diseases, for example, or a cool new kind of sporting goods product. Others were once-thriving organizations trying to rebound from hard times. Despite their differences, they all failed because their leaders made one or more of six common mistakes that I look for: They learned from only the recent past. They relied too heavily on a formula for success. They misread or alienated their customers. They fell victim to a mania. They failed to adapt to tectonic shifts in their industries. They were physically or emotionally removed from their companies’ operations.

My New book will be released May 1,2020. I cannot envision a quick rebound for the U.S. economy, which has already suffered more than 16 million job losses in the past three weeks.  Im releasing my new book 6 months earlier than scheduled to help those looking to create a new business or piviot an existing business. The entrepreneurs mindset is all about adapting and adjusting for success.

I quickly found the dating/hookup app to be a dangerous addition to my iPhone. A friend recommended it after shit hit the fan with my boyfriend. With enough breakups under my belt, I knew that the healthiest remedy was a solid rebound fuck or two. Tinder made it easy- too easy. Suddenly, I could sit in traffic, on the toilet, or in line at the DMV and carelessly swipe, swipe, swipe my way to dick-on-delivery. Tinder selections are based on proximity via smart phones, so there are tons of tourists, travelers, and young professionals on business trips swiping through new hunting grounds. Its loose, easy-come-easy-go method made hookups as convenient as picking up lunch. Tinder’s nonchalance went both ways. We had nothing to lose.

As I saw it, there was a 75 percent chance the Fed’s efforts would fall short and the economy would move into failure; a 20 percent chance it would initially succeed at stimulating the economy but still ultimately fail; and a 5 percent chance it would provide enough stimulus to save the economy but trigger hyperinflation. To hedge against the worst possibilities, I bought gold and T-bill futures as a spread against eurodollars, which was a limited-risk way of betting on credit problems increasing. I was dead wrong. After a delay, the economy responded to the Fed’s efforts, rebounding in a noninflationary way. In other words, inflation fell while growth accelerated. The stock market began a big bull run, and over the next eighteen years the U.S. economy enjoyed the greatest noninflationary growth period in its history. How was that possible? Eventually, I figured it out. As money poured out of these borrower countries and into the U.S., it changed everything. It drove the dollar up, which produced deflationary pressures in the U.S., which allowed the Fed to ease interest rates without raising inflation. This fueled a boom. The banks were protected both because the Federal Reserve loaned them cash and the creditors’ committees and international financial restructuring organizations such as the International Monetary Fund (IMF) and the Bank for International Settlements arranged things so that the debtor nations could pay their debt service from new loans. That way everyone could pretend everything was fine and write down those loans over many years. My experience over this period was like a series of blows to the head with a baseball bat. Being so wrong—and especially so publicly wrong—was incredibly humbling and cost me just about everything I had built at Bridgewater. I saw that I had been an arrogant jerk who was totally confident in a totally incorrect view. So there I was after eight years in business, with nothing to show for it. Though I’d been right much more than I’d been wrong, I was all the way back to square one.

Regeneration goes beyond resilience or sustainability.1 Whatever is resilient, restored, robust, or sustainable resists or recovers from shocks and stays the same. Shocks make a regenerative business better. It rebounds by building the capacity to do and be more than it was before. Carol Sanford, inspired by Nassim Nicholas Taleb, Author

Three American business school professors decided to find out. In a first-of-its-kind study, they analyzed more than 26,000 earnings calls from more than 2,100 public companies over six and a half years using linguistic algorithms similar to the ones employed in the Twitter study. They examined whether the time of day influenced the emotional tenor of these critical conversations—and, as a consequence, perhaps even the price of the company’s stock. Calls held first thing in the morning turned out to be reasonably upbeat and positive. But as the day progressed, the “tone grew more negative and less resolute.” Around lunchtime, mood rebounded slightly, probably because call participants recharged their mental and emotional batteries, the professors conjectured. But in the afternoon, negativity deepened again, with mood recovering only after the market’s closing bell. Moreover, this pattern held “even after controlling for factors such as industry norms, financial distress, growth opportunities, and the news that companies were reporting.”8 In other words, even when the researchers factored in economic news (a slowdown in China that hindered a company’s exports) or firm fundamentals (a company that reported abysmal quarterly earnings), afternoon calls “were more negative, irritable, and combative” than morning calls.9 Perhaps more important, especially for investors, the time of the call and the subsequent mood it engendered influenced companies’ stock prices. Shares declined in response to negative tone—again, even after adjusting for actual good news or bad news—“leading to temporary stock mispricing for firms hosting earnings calls later in the day.” While the share prices eventually righted themselves, these results are remarkable. As the researchers note, “call participants represent the near embodiment of the idealized homo economicus.” Both the analysts and the executives know the stakes. It’s not merely the people on the call who are listening. It’s the entire market. The wrong word, a clumsy answer, or an unconvincing response can send a stock’s price spiraling downward, imperiling the company’s prospects and the executives’ paychecks. These hardheaded businesspeople have every incentive to act rationally, and I’m sure they believe they do. But economic rationality is no match for a biological clock forged during a few million years of evolution. Even “sophisticated economic agents acting in real and highly incentivized settings are influenced by diurnal rhythms in the performance of their professional duties.