Decide Commit Succeed Quotes

Decide. Commit. Act. Succeed. Repeat.

Does it make sense to boycott ourselves? Does it hold water to boycott the fluid course of our life? Is it consistent to commit self-sabotage by destroying wittingly our corporeal and mental structure? Those are the questions thousands of people may ask as they are confronted with the schizophrenic dilemma on the point of smoking, boozing, doping, sexual transgressing or environmental polluting. Many seem to be aware of their problem. Many have decided to stop from tomorrow on. But when tomorrow and after tomorrow come many tend to let slip their vow and their self-sabotage goes on to rule their life. Their dissonant behavior transforms them into social losers or hopeless patsies and depresses them into the class of forlorn pariahs. They realize, as such, that self-handicapping makes no sense, but are not able to protect themselves from themselves since they haven’t got the muscle to live down the spell of addiction. Thousands of people may feel having set the bar too high and recognize they are are failing to find the right angle and are missing sufficient insight to steer their life. If, however, they decide to give it a try they should be aware that the road may be very bumpy and that they have to be prepared for disappointments and regressions, that they might have to deal with very slowly crescent improvements, that they shouldn’t take themselves for a ride and that they could only possibly succeed by focusing painfully on the path to breaking free from the hornet's nest they have got themselves into.

Failure provides you with a great opportunity to decide how much you really want something. Will you give up? Or will you dig deeper, commit more, work harder, learn, and get better? If you know that this is what you truly want, you will be willing to pay the price that success requires. You will be willing to fail again and again in order to succeed.

You speak as if you envied him." "And I do envy him, Emma. In one respect he is the object of my envy." Emma could say no more. They seemed to be within half a sentence of Harriet, and her immediate feeling was to avert the subject, if possible. She made her plan; she would speak of something totally different—the children in Brunswick Square; and she only waited for breath to begin, when Mr. Knightley startled her, by saying, "You will not ask me what is the point of envy.—You are determined, I see, to have no curiosity.—You are wise—but I cannot be wise. Emma, I must tell you what you will not ask, though I may wish it unsaid the next moment." "Oh! then, don't speak it, don't speak it," she eagerly cried. "Take a little time, consider, do not commit yourself." "Thank you," said he, in an accent of deep mortification, and not another syllable followed. Emma could not bear to give him pain. He was wishing to confide in her—perhaps to consult her;—cost her what it would, she would listen. She might assist his resolution, or reconcile him to it; she might give just praise to Harriet, or, by representing to him his own independence, relieve him from that state of indecision, which must be more intolerable than any alternative to such a mind as his.—They had reached the house. "You are going in, I suppose?" said he. "No,"—replied Emma—quite confirmed by the depressed manner in which he still spoke—"I should like to take another turn. Mr. Perry is not gone." And, after proceeding a few steps, she added—"I stopped you ungraciously, just now, Mr. Knightley, and, I am afraid, gave you pain.—But if you have any wish to speak openly to me as a friend, or to ask my opinion of any thing that you may have in contemplation—as a friend, indeed, you may command me.—I will hear whatever you like. I will tell you exactly what I think." "As a friend!"—repeated Mr. Knightley.—"Emma, that I fear is a word—No, I have no wish—Stay, yes, why should I hesitate?—I have gone too far already for concealment.—Emma, I accept your offer—Extraordinary as it may seem, I accept it, and refer myself to you as a friend.—Tell me, then, have I no chance of ever succeeding?" He stopped in his earnestness to look the question, and the expression of his eyes overpowered her. "My dearest Emma," said he, "for dearest you will always be, whatever the event of this hour's conversation, my dearest, most beloved Emma—tell me at once. Say 'No,' if it is to be said."—She could really say nothing.—"You are silent," he cried, with great animation; "absolutely silent! at present I ask no more." Emma was almost ready to sink under the agitation of this moment. The dread of being awakened from the happiest dream, was perhaps the most prominent feeling. "I cannot make speeches, Emma:" he soon resumed; and in a tone of such sincere, decided, intelligible tenderness as was tolerably convincing.—"If I loved you less, I might be able to talk about it more. But you know what I am.—You hear nothing but truth from me.—I have blamed you, and lectured you, and you have borne it as no other woman in England would have borne it.—Bear with the truths I would tell you now, dearest Emma, as well as you have borne with them. The manner, perhaps, may have as little to recommend them. God knows, I have been a very indifferent lover.—But you understand me.—Yes, you see, you understand my feelings—and will return them if you can. At present, I ask only to hear, once to hear your voice.

Decided, commit, act, succeed, repeat. The one thing that all the greats have in common is they sweat the small stuff and they pay very close attention to every detail.

If you are to live in this world, then you must be willing to actively participate in life." You cannot just be an expectator. You cannot just be sitting down at the bleachers and comtemplate the game and expect to win. You are to step out of your comfortable zone. You are to participate and do your very best. Remember, "Every pro was once an amateur. Every expert was once a beginner." And every beginner once decided to step down from the bleachers and start participating. Build a solid foundation for your life. Stay rooted in the Word. Don't let the holy things become common. Be disciplined and be committed. Sacrifice what you are to sacrifice in order to succeed. But never ever your values, integrity, character, and principles. Never give up nor give in. Be aware that people will hate you on your way up. People will rate you. They'll will shake you and try to bring you down. "But how strong you stand, is what makes you." Choose to live by choice not by chance. Be motivated and not manipulated. BE useful not used. Make changes and not excuses. Aim to excel not to compete. Choose self-esteem, not self pitty. Choose to listen to your inner voice, (which is GOd's word whispering to you) not to the random opinions of others. And finally, choose to live for yourself and not to please others. Word of advice, "make your goals so big, that your everyday problems seem insignificant." Have a bless day

Decide, commit, act, succeed, repeat. The one thing that all the greats have in common is they sweat the small stuff and they pay very close attention to every detail.

a passionate commitment to a single mission and an unswerving dedication to achieve that mission. She decided she needed to name this quality, and she chose the word grit.

In our current post-Christendom era, committed activists have ruptured almost everything that was settled in society. Debatable matters are now decided contrary to the Bible, and previously unthinkable matters are now debated. What kind of leader can succeed in this era of bewildering upheaval? Only the leader who is Spirit-led can navigate cultural churn and lead people forward. Without God’s presence, leaders will run aground on any number of rocks. But with God’s presence, the forward leader will skillfully journey to God’s appointed destination.

The rationalization that “too much had been invested to quit” led to decisions to waste even more money. Staw and Ross have developed guidelines for avoiding such situations. The most important one is that people who are responsible for starting some project or company, and who have made public statements saying they are committed to it and it is destined to succeed, should not be involved in deciding its fate. Projects need to be structured so that separate groups make decisions about starting and stopping. This is why most banks use one group to sell loans and a different group to decide whether to pull the plug on troubled loans.

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Here are the basic components of effective communication: (1) always communicate, (2) listen and ask questions, (3) value, don’t blame them, (4) summarize often, (5) do role reversal, (6) be dispassionate, (7) articulate goals, (8) be firm without damaging the relationship, (9) look for small signals, (10) discuss perceptual differences, (11) find out how they make commitments, (12) consult before deciding, (13) focus on what you can control, and (14) avoid debating who is right.

Myth #3: Kaizen Is Slow; Innovation Is Quicker Perhaps the most dramatic example of what can happen when innovation is used and abused is Toyota, a company that calls kaizen its soul. For most of its history after World War II, Toyota exemplified quality automobile manufacturing. Consumers bought Toyotas not for the styling or prestige but for their unparalleled reliability. But by 2002, Toyota management decided it was not enough to build the highest-quality and most-profitable cars—it wanted to be the biggest car company in the world. And the company succeeded. It built factories rapidly and added enough capacity to produce three million additional automobiles in just six years. But productivity came at a high price: Suppliers could not sustain the quality for which Toyota was known, and the new factories did not have the time to build a kaizen culture. The result was over nine million recalls and some well-deserved bad publicity. Here is an internal memo written before the crisis became public: “We make so many cars in so many different places with so many people. Our greatest fear is that as we keep growing, our ability to maintain the discipline of kaizen will be lost.” —Teruo Suzuki General Manager, Human Resources In time, Toyota recognized that abandoning kaizen drove the company away from a commitment to its core principles. Since the crisis, Toyota has slowed down production, given local managers in the U.S. more responsibility for quality control, and trained new workers in the kaizen culture. Toyota has returned to focusing on quality, not quantity, as its mission, with an emphasis on correcting defects in production while they are small and easily fixed. And Toyota’s reputation for quality has been restored. The company’s story is an excellent illustration of the ways in which kaizen builds habits that can last a lifetime and helps avoid the painful consequences of steps that may, in retrospect, have been too big for the individual or the work group to swallow.