I Can't Afford To Fail Quotes

You can fail as Bruce Wayne,” he said. “As Batman, you can’t afford to.” “Is that what you’re afraid of?” Bruce asked indignantly. “That if I go back out there, I’ll fail?” “No,” Alfred said. “I’m afraid you want to.

Aiden didn't say anything. He reached out a hand to trace a nail biting into his flesh. "Christ's pain should always be my pain. I should never forget. I never want to. I want to keep reaching out to other people in pain." He sighed. "It doesn't always work that way. I fail more than I succeed." "Why try?" "Because I can't afford to. Look at Him." He stretched out his hands as if beseeching the picture. "He wouldn't give up.

millions—often more than the budget of the movie itself—studios regularly write off major releases as complete washes. And when they do succeed, no one has any idea why or which of the ingredients were responsible for it. As screenwriter William Goldman famously put it, nobody knows anything—even the people in charge. It’s all a big gamble. Which is fine, because their system is designed to absorb these losses. The hits pay for the mistakes many times over. But there is a big difference between them and everyone else in the world. You can’t really afford for your start-up to fail; your friend has sunk everything into her new business; and I can’t allow my book to flop. We don’t have ten other projects coming down the pike. This is it.

is Thomas Edison’s reply to his assistant (or a reporter), who asked Edison about his ten thousand experimental failures in his effort to create the first incandescent light bulb. “I have not failed,” he told the assistant (or reporter). “I successfully discovered ten thousand elements that don’t work.” Most American children, however, are denied the freedom to noodle around, experiment, and be wrong in ten ways, let alone ten thousand. The focus on constant testing, which grew out of the reasonable desire to measure and standardize children’s accomplishments, has intensified their fear of failure. It is certainly important for children to learn to succeed, but it is just as important for them to learn not to fear failure. When children or adults fear failure, they fear risk. They can’t afford to be wrong.

Spearing a quail egg with her fork, Evie popped it into her mouth. “What is to be done about Mr. Egan?” His shoulders lifted in a graceful shrug. “As soon as he is sober enough to walk, he’ll be dismissed.” Evie brushed away a stray lock of hair that had fallen over her cheek. “There is no one to replace him.” “Yes, there is. Until a suitable manager can be found, I’ll run the club.” The quail egg seemed to stick in her throat, and Evie choked a little. Hastily she reached for her wine, washed it down, and regarded him with bulging eyes. How could he say something so preposterous? “You can’t.” “I can hardly do worse than Egan. He hasn’t managed a damned thing in months… before long, this place will be falling down around our ears.” “You said you hated work!” “So I did. But I feel that I should try it at least once, just to be certain.” She began to stammer in her anxiety. “You’ll pl-play at this for a few days, and then you’ll tire of it.” “I can’t afford to tire of it, my love. Although the club is still profitable, its value is in decline. Your father has a load of outstanding debt that must be settled. If the people who owe him can’t muster the cash, we’ll have to take property, jewelry, artwork… whatever they can manage. Having a good idea of the value of things, I can negotiate some acceptable settlements. And there are other problems I haven’t yet mentioned… Jenner has a string of failing Thoroughbreds that have lost a fortune at Newmarket. And he’s made some insane investments— ten thousand pounds he put into an alleged gold mine in Flintshire— a swindle that even a child should have seen through.” “Oh God,” Evie murmured, rubbing her forehead. “He’s been ill— people have taken advantage—” “Yes. And now, even if we wanted to sell the club, we couldn’t without first putting it in order. If there were an alternative, believe me, I would find it. But this place is a sieve, with no one who is capable or willing to stop the holes. Except for me.” “You know nothing about filling holes!” she cried, appalled by his arrogance. Sebastian responded with a bland smile and the slightest arch of one brow. Before he could open his mouth to reply, she clapped her hands over her ears. "Oh, don't say it, don't!" When she saw that he was obligingly holding his silence-though a devilish gleam remained in his eyes-she lowered her hands cautiously.

> First, move out of that big Manhattan loft and head upstate. You'll find a little place you can afford and start a new life. Maybe get a job teaching at a community college. Maybe meet a girl at Best Buy, start dating. She'll put up with your crazy habits. You'll put up with her musical tastes. > I don't understand. What's going on here? > Time will pass. You'll make it official. You'll settle down, get a starter house. Two boys. Yellow Lab. Minivan. > That. . . That isn't me. > Why not? It could be. You'll make art in the basement for yourself for a while. The boys'll get married. Have kids of their own. Maybe y'get divorced. Meet someone new. And yeah, you'll wonder what could have been. But less, as the years go by. "Just wasn't meant to be," you'll say. And there'll be good times along the way. Sweet memories. Until it starts to wind down. Until your body fails. Until you don't recognize the world around you. Until it's time to go. > That. . . isn't me. It can't be. > Why not? It's a decent life. Food, sex, running water, a roof. Not to mention love and family. Those aren't small things. > But it's not enough. > You kids, you're so spoiled! Y'know billions would kill for a life like that. So what if the art thing didn't work out? Is it really that important? > It's all I have.

If we take God’s Word seriously, we should avoid debt when possible. In those rare cases where we go into debt, we should make every effort to get out as soon as we can. We should never undertake debt without prayerful consideration and wise counsel. Our questions should be, Why go into debt? Is the risk called for? Will the benefits of becoming servants to the lender really outweigh the costs? What should we ask ourselves before going into debt? Before we incur debt, we should ask ourselves some basic spiritual questions: Is the fact that I don’t have enough resources to pay cash for something God’s way of telling me it isn’t his will for me to buy it? Or is it possible that this thing may have been God’s will but poor choices put me in a position where I can’t afford to buy it? Wouldn’t I do better to learn God’s lesson by foregoing it until—by his provision and my diligence—I save enough money to buy it? What I would call the “debt mentality” is a distorted perspective that involves invalid assumptions: • We need more than God has given us. • God doesn’t know best what our needs are. • God has failed to provide for our needs, forcing us to take matters into our own hands. • If God doesn’t come through the way we think he should, we can find another way. • Just because today’s income is sufficient to make our debt payments, tomorrow’s will be too (i.e., our circumstances won’t change). Those with convictions against borrowing will normally find ways to avoid it. Those without a firm conviction against going into debt will inevitably find the “need” to borrow. The best credit risks are those who won’t borrow in the first place. The more you’re inclined to go into debt, the more probable it is that you shouldn’t. Ask yourself, “Is the money I’ll be obligated to repay worth the value I’ll receive by getting the money or possessions now? When it comes time for me to repay my debt, what new needs will I have that my debt will keep me from meeting? Or what new wants will I have that will tempt me to go further into debt?” Consider these statements of God’s Word: • “True godliness with contentment is itself great wealth. After all, we brought nothing with us when we came into the world, and we can’t take anything with us when we leave it. So if we have enough food and clothing, let us be content” (1 Timothy 6:6-8). • “Those who love money will never have enough. How meaningless to think that wealth brings true happiness!” (Ecclesiastes 5:10). • “My child, don’t lose sight of common sense and discernment. Hang on to them, for they will refresh your soul. They are like jewels on a necklace. They keep you safe on your way, and your feet will not stumble. You can go to bed without fear; you will lie down and sleep soundly. You need not be afraid of sudden disaster or the destruction that comes upon the wicked, for the LORD is your security. He will keep your foot from being caught in a trap” (Proverbs 3:21-26). • “Don’t copy the behavior and customs of this world, but let God transform you into a new person by changing the way you think. Then you will learn to know God’s will for you, which is good and pleasing and perfect” (Romans 12:2).

The Renzettis live in a small house at 84 Chestnut Avenue. Frank Renzetti is forty-four and works as a bookkeeper for a moving company. Mary Renzetti is thirty-five and works part-time at a day care. They have one child, Tommy, who is five. Frank’s widowed mother, Camila, also lives with the family. My question: How likely is it that the Renzettis have a pet? To answer that, most people would zero in on the family’s details. “Renzetti is an Italian name,” someone might think. “So are ‘Frank’ and ‘Camila.’ That may mean Frank grew up with lots of brothers and sisters, but he’s only got one child. He probably wants to have a big family but he can’t afford it. So it would make sense that he compensated a little by getting a pet.” Someone else might think, “People get pets for kids and the Renzettis only have one child, and Tommy isn’t old enough to take care of a pet. So it seems unlikely.” This sort of storytelling can be very compelling, particularly when the available details are much richer than what I’ve provided here. But superforecasters wouldn’t bother with any of that, at least not at first. The first thing they would do is find out what percentage of American households own a pet. Statisticians call that the base rate—how common something is within a broader class. Daniel Kahneman has a much more evocative visual term for it. He calls it the “outside view”—in contrast to the “inside view,” which is the specifics of the particular case. A few minutes with Google tells me about 62% of American households own pets. That’s the outside view here. Starting with the outside view means I will start by estimating that there is a 62% chance the Renzettis have a pet. Then I will turn to the inside view—all those details about the Renzettis—and use them to adjust that initial 62% up or down. It’s natural to be drawn to the inside view. It’s usually concrete and filled with engaging detail we can use to craft a story about what’s going on. The outside view is typically abstract, bare, and doesn’t lend itself so readily to storytelling. So even smart, accomplished people routinely fail to consider the outside view. The Wall Street Journal columnist and former Reagan speechwriter Peggy Noonan once predicted trouble for the Democrats because polls had found that George W. Bush’s approval rating, which had been rock-bottom at the end of his term, had rebounded to 47% four years after leaving office, equal to President Obama’s. Noonan found that astonishing—and deeply meaningful.9 But if she had considered the outside view she would have discovered that presidential approval always rises after a president leaves office. Even Richard Nixon’s number went up. So Bush’s improved standing wasn’t surprising in the least—which strongly suggests the meaning she drew from it was illusory. Superforecasters don’t make that mistake. If Bill Flack were asked whether, in the next twelve months, there would be an armed clash between China and Vietnam over some border dispute, he wouldn’t immediately delve into the particulars of that border dispute and the current state of China-Vietnam relations. He would instead look at how often there have been armed clashes in the past. “Say we get hostile conduct between China and Vietnam every five years,” Bill says. “I’ll use a five-year recurrence model to predict the future.” In any given year, then, the outside view would suggest to Bill there is a 20% chance of a clash. Having established that, Bill would look at the situation today and adjust that number up or down.

Arguments from beauty have failed us in the past, and I worry I am witnessing another failure right now. “So what?” you may say. “Hasn’t it always worked out in the end?” It has. But leaving aside that we could be further along had scientists not been distracted by beauty, physics has changed—and keeps on changing. In the past, we muddled through because data forced theoretical physicists to revise ill-conceived aesthetic ideals. But increasingly we first need theories to decide which experiments are most likely to reveal new phenomena, experiments that then take decades and billions of dollars to carry out. Data don’t come to us anymore—we have to know where to get them, and we can’t afford to search everywhere. Hence, the more difficult new experiments become, the more care theorists must take to not sleepwalk into a dead end while caught up in a beautiful dream. New demands require new methods. But which methods? I hope the philosophers have a plan.

Eventually it came to health care. Here a remarkable exchange took place among Cubans, while the Angolans listened in silence. It began when Rodolfo Puente Ferro, the able Cuban ambassador in Angola, said, “There are regions, provincial capitals, where really there is no medicine. The sick are given prescriptions, but then they have to go to the witch doctor, to the traditional healer, because there is no medicine. The mortality rate is high because of this lack of medicine.” The Cuban health authorities had tried to help, offering fifty-five types of medicine that were manufactured in Cuba, “that are really necessary and indispensable for the diseases that are found in Angola.” They had offered them at cost—$700,000 for a six-month supply. After months of silence, the Angolans had finally asked for twenty-nine of these medicines, but they had not yet been shipped because Luanda had failed to release the requisite letters of credit. Castro asked, “Can we manufacture this medicine for $700,000?” After Puente Ferro confirmed that this was possible, Fidel continued, “Well . . . then let’s do it and send it to Angola, and let them pay later. . . . We don’t want to make any profit with this medicine; we will sell it at cost. . . . If the situation is critical, we’ll send it on the first available ship, and let them pay later.” He insisted, “We cannot let a man die in a hospital, or a child, or an old person, or a wounded person, or a soldier, or whoever it may be, because someone forgot to write a letter of credit or because someone didn’t sign it. Besides, we’re not talking about large quantities. We won’t go bankrupt if you can’t pay. We won’t be ruined. If we were talking about one hundred million dollars, I would have to say, ‘Comrades, we cannot afford it.’ But if we’re only talking about $700,000 . . . We can handle it.

Latent Needs The larger and more significant portion of the market is comprised of prospects who do have needs for your product or service, but haven’t yet recognized those needs. In QBS, we say that these prospects have latent needs. Latent needs are needs that do exist but haven’t yet surfaced as problems or desires. Prospects with latent needs fail to recognize that they are no longer satisfied with the status quo. As an example, suppose you and I were standing beside your car when suddenly we noticed that one of your tires was worn down to the cords. Instantly, you would have a need for new tires. The question is, did you have a need for new tires yesterday? Sure you did. The tread on your tire didn’t wear itself down overnight. But until you actually recognized the existence of a problem, your need for new tires was latent. It existed, although you were not aware of it at the time. This is essentially what happened when Brent called me. I absolutely had a need for septic tank improvement products, but my need was a latent need. Salespeople encounter prospects with latent needs all the time—especially prospects who say things like: “I don’t need life insurance because I’m not planning to die any time soon.” Or, “We don’t have time to evaluate new technology, because we’re too busy putting out fires.” Here’s my personal favorite: “We can’t afford sales training right now, because sales have been slow.

What is this? This is a maze I’ve failed once before, yet reentered willingly; I’m determined to reach the center of it this time. But what path do I take? Do I integrate, or do I defy? Whichever path, I can’t afford to be intimidated this early on.

Before he could push me any further, I pressed him back. “I have to get to class,” I protested. “I can’t afford to miss lessons before my Elemental Trials.” “No, we wouldn’t want you to fail The Reckoning, would we?” Caleb teased, moving his mouth across my jaw and working really damn hard to keep me here. “I mean it,” I said on a laugh, pushing him back more firmly. Caleb pouted at me, refusing to step back while he kept me caged in with his body. “Come to Terra House tonight then,” he asked, his navy eyes sparkling with promises. “I won’t be going anywhere tonight, there’s a curfew, remember?” “Those rules don’t apply to me. Besides, I’ll keep you safe if you’re with me. You’ll just have to stay the whole night.” I rolled my eyes at him. “I can keep myself safe, thanks. But now I’m going to be late-” “If I run you to class will you come tonight?” he asked, his mouth slipping to my neck and sending shivers right through my spine. “If you get me there on time, I’ll consider it,” I replied. Caleb glanced at his watch then cursed, sweeping me into his arms before speeding back out of the tiny room. I managed not to shriek like a nine year old on a roller coaster, but I did cling onto his blazer like my life depended on it as the world shot past us in a blur so intense I couldn’t concentrate on a single thing. Caleb skidded to a halt right outside the Fire Arena locker rooms and placed me back on my feet before leaning close to speak in my ear. “One minute to spare. I’ll expect you tonight, sweetheart.” He pressed his mouth to mine and my heart leapt a little at the fact that he’d done so in plain sight. I had no intention of being marked as his in front of the whole school and I pulled back quickly, looking around to make sure no one had seen us. Luckily, we were already so close to being late that everyone else had already headed inside so I was spared the drama. “Don’t go getting ahead of yourself,” I warned as I headed into the girls’ locker room. “I only said I’d consider it.” The door swung closed between us and I bit down on a smile as I headed in to get changed. I almost considered refusing to wear the flame resistant outfit required for the class, but I decided that today wasn’t the day for me to have that argument with Professor Pyro. I’d just have to accept the fact that I wouldn’t have the same level of control over my fire magic as I would without it. But I’d keep practicing without the outfit until I was confident enough to prove her wrong. In the meantime I had to get through this class and hope she would just be pleased that I’d finally managed to get in a training session with Darius. The thought of the Dragon Shifter set me on edge. But I’d known I’d have to face him some time. Hopefully there would be enough going on in class to ensure that that time wouldn’t have to be now. (tory)

You’re not just my girlfriend, Mallory. You’re my mission. My purpose. The only thing in my life I can’t afford to fail at, so forgive me if I don’t give a fuck about what another man in my position would do because I can guarantee you there isn’t a man in this world who….

This work feels more crushing and sadder to me than it's ever felt--you see all the ways in which you've failed to do certain things, even though there's incremental progress. I am unfailingly optimistic, though. I think to not be optimistic is just about the most privileged thing you can be. If you can be pessimistic, you are basically deciding that there's no hope for a whole group of people who can't afford to think that way.

Engineers can't afford to fail as consistently as politicians and bureaucrats, so they prefer accedence to resistance (as I do). For example, they know that no structure can be made rigid enough to resist an earthquake. So, rather than defy the earthquake's power by building rigid structures, they accede to it by building flexible ones. To accede is not merely to give in but rather to give in while drawing near; one may accede not only to an argument but to a throne. Thus the earthquakeproof building survives not by defeating the earthquake's power but by acknowledging it—by drawing it in and dealing with it.