Gm Best Quotes

You were the best part of my life; I do not regret making friends with you… I will wait for you till the end of my life… This time I won’t force you to come near me, take your own time. If you feel you can return me my best friend, just type me a small – Hi… or GM or GN… I won’t force you to type the complete words, as I don’t want to waste your time for me… I Love You (As a best friend). Missing you very badly… Waiting for my Sid…

What about the Erdahl family?” “Kevin’s dad is withdrawing his money, obviously. Switching it to Hed instead. He wants to crush us, naturally. And if Kevin doesn’t get convicted in court for . . . everything that’s happened, then . . . well, he’ll be playing for Hed too. All our best players will follow him.” Peter leans against the wall. Smiles sadly. “So, good news and bad news, then.” “The good news is that you’re still GM. The bad is that I’m not sure we’re even going to have a club next season for you to be GM of.” He turns to go, but changes his mind. He looks

What happened? Many things. But the overriding problem was this: The auto industry got too comfortable. As Intel cofounder Andy Grove once famously proclaimed, “Only the paranoid survive.” Success, he meant, is fragile—and perfection, fleeting. The moment you begin to take success for granted is the moment a competitor lunges for your jugular. Auto industry executives, to say the least, were not paranoid. Instead of listening to a customer base that wanted smaller, more fuel-efficient cars, the auto executives built bigger and bigger. Instead of taking seriously new competition from Japan, they staunchly insisted (both to themselves and to their customers) that MADE IN THE USA automatically meant “best in the world.” Instead of trying to learn from their competitors’ new methods of “lean manufacturing,” they clung stubbornly to their decades-old practices. Instead of rewarding the best people in the organization and firing the worst, they promoted on the basis of longevity and nepotism. Instead of moving quickly to keep up with the changing market, executives willingly embraced “death by committee.” Ross Perot once quipped that if a man saw a snake on the factory floor at GM, they’d form a committee to analyze whether they should kill it. Easy success had transformed the American auto

Science could potentially do a better job explaining the meaning of life if scientists devise experiments that can weed out the best answers from the worst. The principle difference between religion and science is as follows: the religious make stuff up to explain what they don't understand. Scientists do the same, but scientists run their ideas through a very rigorous filter that consists of logic, experimentation and peer review. Such a filter eliminates the worst ideas and preserves the best. So if a scientist answers the question, "What is the meaning of life," his answer, at the very worst, is no less valid than an answer that comes from the highest witchdoctor or priest.

Toyota wasn’t really worried that it would give away its “secret sauce.” Toyota’s competitive advantage rested firmly in its proprietary, complex, and often unspoken processes. In hindsight, Ernie Schaefer, a longtime GM manager who toured the Toyota plant, told NPR’s This American Life that he realized that there were no special secrets to see on the manufacturing floors. “You know, they never prohibited us from walking through the plant, understanding, even asking questions of some of their key people,” Schaefer said. “I’ve often puzzled over that, why they did that. And I think they recognized we were asking the wrong questions. We didn’t understand this bigger picture.” It’s no surprise, really. Processes are often hard to see—they’re a combination of both formal, defined, and documented steps and expectations and informal, habitual routines or ways of working that have evolved over time. But they matter profoundly. As MIT’s Edgar Schein has explored and discussed, processes are a critical part of the unspoken culture of an organization. 1 They enforce “this is what matters most to us.” Processes are intangible; they belong to the company. They emerge from hundreds and hundreds of small decisions about how to solve a problem. They’re critical to strategy, but they also can’t easily be copied. Pixar Animation Studios, too, has openly shared its creative process with the world. Pixar’s longtime president Ed Catmull has literally written the book on how the digital film company fosters collective creativity2—there are fixed processes about how a movie idea is generated, critiqued, improved, and perfected. Yet Pixar’s competitors have yet to equal Pixar’s successes. Like Toyota, Southern New Hampshire University has been open with would-be competitors, regularly offering tours and visits to other educational institutions. As President Paul LeBlanc sees it, competition is always possible from well-financed organizations with more powerful brand recognition. But those assets alone aren’t enough to give them a leg up. SNHU has taken years to craft and integrate the right experiences and processes for its students and they would be exceedingly difficult for a would-be competitor to copy. SNHU did not invent all its tactics for recruiting and serving its online students. It borrowed from some of the best practices of the for-profit educational sector. But what it’s done with laser focus is to ensure that all its processes—hundreds and hundreds of individual “this is how we do it” processes—focus specifically on how to best respond to the job students are hiring it for. “We think we have advantages by ‘owning’ these processes internally,” LeBlanc says, “and some of that is tied to our culture and passion for students.

GM: What are the foods you recommend that have sufficient calorie density that make you feel full? What are the best foods to make the staples of your diet? PP: Whole grains, legumes, and starchy vegetables. More broadly, I tell people to make the staples of their diet the four food groups, which are whole grains, legumes, fruits, and vegetables. We have our own little pyramid that we use here at The Wellness Forum. Beans, rice, corn, and potatoes are at the bottom of the pyramid. Then steamed and raw vegetables and big salads come next, with fruits after that. Whole grains, or premade whole grain foods like cereals and breads, are all right to eat. Everything else is either optional or a condiment. As for high-fat plant foods—nuts, seeds, avocados, olives—use them occasionally or when they’re part of a recipe, but don’t overdo it; these foods are calorie-dense and full of fat. No oils, get rid of the dairy, and then, very importantly, you need to differentiate between food and a treat. I don’t think you can get through to people by telling a twenty-five-year-old that she can’t have another cookie or a piece of cake for the rest of her life. Where you can gain some traction is to say, “Look, birthday parties are a good time for cake, Christmas morning is a good time for cookies, and Valentine’s Day is a good time for chocolate, but you don’t need to be eating that stuff all the time.” People end up in my office because they’re treating themselves several times a day.

Why trust this account when humanity has never been so rich, so healthy, so long-lived? When fewer die in wars and childbirth than ever before—and more knowledge, more truth by way of science, was never so available to us all? When tender sympathies—for children, animals, alien religions, unknown, distant foreigners—swell daily? When hundreds of millions have been raised from wretched subsistence? When, in the West, even the middling poor recline in armchairs, charmed by music as they steer themselves down smooth highways at four times the speed of a galloping horse? When smallpox, polio, cholera, measles, high infant mortality, illiteracy, public executions and routine state torture have been banished from so many countries? Not so long ago, all these curses were everywhere. When solar panels and wind farms and nuclear energy and inventions not yet known will deliver us from the sewage of carbon dioxide, and GM crops will save us from the ravages of chemical farming and the poorest from starvation? When the worldwide migration to the cities will return vast tracts of land to wilderness, will lower birth rates, and rescue women from ignorant village patriarchs? What of the commonplace miracles that would make a manual labourer the envy of Caesar Augustus: pain-free dentistry, electric light, instant contact with people we love, with the best music the world has known, with the cuisine of a dozen cultures? We’re bloated with privileges and delights, as well as complaints, and the rest who are not will be soon.

The problem of the Government is a ‘consideration of convenience’ as Burke called it. It is the problem of finding how we can best live together in peace and harmony as we are, and not as we ought to be. For this, as we have seen, there must be a supervisor, a Government, for the simple reason that we are imperfect and because most of us are short-futured men with little thought for the days to come—unhappily apt to fall for the delusions of the present.

A government is only good in so far as it achieves the best kind of living together among a specific group of people and it should be obvious that there cannot be one way of living-together which will fit all types of people. Only those who, mostly from fear, and in self-defence, think of man as being an unvarying nonentity, could generate such an idea. Others will, or should, realise that the best way of living together for any specific group of people depends on the particular characteristics of that group.

Only the mediocre are at their best all the time.

1 = Very important. Do this at once. 2 = Worth doing but takes more time. Start planning it. 3 = Yes and no. Depends on how it’s done. 4 = Not very important. May even be a waste of effort. 5 = No! Don’t do this. Fill in those numbers before you read further, and take your time. This is not a simple situation, and solving it is a complicated undertaking. Possible Actions to Take ____ Explain the changes again in a carefully written memo. ____ Figure out exactly how individuals’ behavior and attitudes will have to change to make teams work. ____ Analyze who stands to lose something under the new system. ____ Redo the compensation system to reward compliance with the changes. ____ “Sell” the problem that is the reason for the change. ____ Bring in a motivational speaker to give employees a powerful talk about teamwork. ____ Design temporary systems to contain the confusion during the cutover from the old way to the new. ____ Use the interim between the old system and the new to improve the way in which services are delivered by the unit—and, where appropriate, create new services. ____ Change the spatial arrangements so that the cubicles are separated only by glass or low partitions. ____ Put team members in contact with disgruntled clients, either by phone or in person. Let them see the problem firsthand. ____ Appoint a “change manager” to be responsible for seeing that the changes go smoothly. ____ Give everyone a badge with a new “teamwork” logo on it. ____ Break the change into smaller stages. Combine the firsts and seconds, then add the thirds later. Change the managers into coordinators last. ____ Talk to individuals. Ask what kinds of problems they have with “teaming.” ____ Change the spatial arrangements from individual cubicles to group spaces. ____ Pull the best people in the unit together as a model team to show everyone else how to do it. ____ Give everyone a training seminar on how to work as a team. ____ Reorganize the general manager’s staff as a team and reconceive the GM’s job as that of a coordinator. ____ Send team representatives to visit other organizations where service teams operate successfully. ____ Turn the whole thing over to the individual contributors as a group and ask them to come up with a plan to change over to teams. ____ Scrap the plan and find one that is less disruptive. If that one doesn’t work, try another. Even if it takes a dozen plans, don’t give up. ____ Tell them to stop dragging their feet or they’ll face disciplinary action. ____ Give bonuses to the first team to process 100 client calls in the new way. ____ Give everyone a copy of the new organization chart. ____ Start holding regular team meetings. ____ Change the annual individual targets to team targets, and adjust bonuses to reward team performance. ____ Talk about transition and what it does to people. Give coordinators a seminar on how to manage people in transition. There are no correct answers in this list, but over time I’ve

The best way to communicate values that will transcend partisan division is to use words that no Coke-drinking, apple pie-eating, GM-driving American could disagree with. “Family.” “Freedom.” “Opportunity.” “Responsibility.” “Community.” “Sacrifice.

Don’t lose sleep over it, Jed. Only the mediocre are at their best all the time.

The fatal flaw is in thinking the problems of humanity can be solved. We cannot change human nature. At best, we can work to mitigate the damage of humanity’s innate tendency to foul things up. What we need to understand is that we as individuals are incapable of caring enough. We are too selfish, too concerned with our own needs. Without organized and institutional support of our weakest populations, we are not moving toward utopia; we are already a tyranny.