Inspirational Inventory Quotes

When a writer is able to experience the whole range of human emotions, from deep depressions to glorious highs, it creates a whole inventory of feelings and musings from which they can choose and infuse into their words and characters.

God wants you to face the reasons why you separate yourself from Him. He will show you what you fear, what you need, and what you desire. He will inventory your beliefs and values, and help you line them up with His truth.

If you don't take inventory of your blessings, ingratitude will try to steal them from you.

And even though it was just one hug, it was enough to lift more dark.

If God wants you to be somewhere or do something, He'll supply everything you need at the moment you need it. And not one moment before. Never forget, Celia, God is in the business of Just In Time inventory.

Only when we acknowledge ourselves as we really are can we begin to take inventory of the physical, mental, and emotional clutter that no longer serves us. Then we can choose to no longer judge ourselves for what we’ve become and focus on who we’d like to be.

The best things occur when you challenge yourself and face your fears. If you think of your greatest achievements and take an inventory of the times you have demonstrated to yourself (and others) just how strong you are, you will notice it has never been while remaining within your comfort zone doing things that are easy and familiar to you.

The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man.” George Bernard Shaw On a cool fall evening in 2008, four students set out to revolutionize an industry. Buried in loans, they had lost and broken eyeglasses and were outraged at how much it cost to replace them. One of them had been wearing the same damaged pair for five years: He was using a paper clip to bind the frames together. Even after his prescription changed twice, he refused to pay for pricey new lenses. Luxottica, the 800-pound gorilla of the industry, controlled more than 80 percent of the eyewear market. To make glasses more affordable, the students would need to topple a giant. Having recently watched Zappos transform footwear by selling shoes online, they wondered if they could do the same with eyewear. When they casually mentioned their idea to friends, time and again they were blasted with scorching criticism. No one would ever buy glasses over the internet, their friends insisted. People had to try them on first. Sure, Zappos had pulled the concept off with shoes, but there was a reason it hadn’t happened with eyewear. “If this were a good idea,” they heard repeatedly, “someone would have done it already.” None of the students had a background in e-commerce and technology, let alone in retail, fashion, or apparel. Despite being told their idea was crazy, they walked away from lucrative job offers to start a company. They would sell eyeglasses that normally cost $500 in a store for $95 online, donating a pair to someone in the developing world with every purchase. The business depended on a functioning website. Without one, it would be impossible for customers to view or buy their products. After scrambling to pull a website together, they finally managed to get it online at 4 A.M. on the day before the launch in February 2010. They called the company Warby Parker, combining the names of two characters created by the novelist Jack Kerouac, who inspired them to break free from the shackles of social pressure and embark on their adventure. They admired his rebellious spirit, infusing it into their culture. And it paid off. The students expected to sell a pair or two of glasses per day. But when GQ called them “the Netflix of eyewear,” they hit their target for the entire first year in less than a month, selling out so fast that they had to put twenty thousand customers on a waiting list. It took them nine months to stock enough inventory to meet the demand. Fast forward to 2015, when Fast Company released a list of the world’s most innovative companies. Warby Parker didn’t just make the list—they came in first. The three previous winners were creative giants Google, Nike, and Apple, all with over fifty thousand employees. Warby Parker’s scrappy startup, a new kid on the block, had a staff of just five hundred. In the span of five years, the four friends built one of the most fashionable brands on the planet and donated over a million pairs of glasses to people in need. The company cleared $100 million in annual revenues and was valued at over $1 billion. Back in 2009, one of the founders pitched the company to me, offering me the chance to invest in Warby Parker. I declined. It was the worst financial decision I’ve ever made, and I needed to understand where I went wrong.

I like to think of the various results of the profile tools and tests we appeal to in an effort to learn about ourselves as the egoic spaces we inhabit. One way to illustrate this is to view our temperament (often categorized as one of sixteen combinations of basic preferences that can be determined through the MBTI® inventory—a typology developed by Isabel Briggs Myers and her mother Katharine Briggs based on Carl Jung’s typology theory) as the specific room we stay in; our StrengthsFinder® results (based on Gallup University’s list of thirty-four talent themes, a weighted list of innate strengths that carry potential to increase a person’s performance success) as the way we decorate our room; but our Enneagram type as the kind of home we build (maybe some of us live in a hip urban condo, others prefer a gable-roofed Thai-inspired house, while others are happy to call home a one-story ranch). Our Enneagram type is the home we are likely born in and will most definitely die in.

Take an inventory of the people to whom you are indebted for the good life you have. Honor them with a good thought, a thank you note, or an act of service. There’s nothing more empowering than the human connection.

In 1982, economists at the Brookings Institute estimated that about 62 per cent of the value of a typical American firm stemmed from its physical assets—everything from tables and chairs to factories and inventories. Everything else consisted of more intangible “knowledge assets.” By 1992, the balance had completely reversed. They calculated that only 38 per cent of the average firm’s value came from its physical assets. With the shift towards more knowledge-intensive production processes, it is natural that firms should start to worry much more about employee loyalty. It is relatively easy to stop employees from making off with company property—just post guards at the gate. But when employees leave, they generally take with them all the knowledge and experience they have acquired, and there is no way to stop them. So the best way for a firm to retain control of its assets is to build a strong organizational culture, one that will inspire loyalty and allegiance from its employees. From this perspective, it is entirely predictable that the firms that depend most heavily on the knowledge of their workers will also be the firms that put the most effort into employee retention. Software companies in particular are famous for their efforts to create a corporate culture that will secure employee allegiance.

If we won't be serious about dealing with our sin,we cannot expect to grow in our faith. If you want to move to a new level with God,take an inventory of what God has told you about your sin and consider what you've been doing about it.

Take Inventory

Passion is the fuel that drives you forward, and it’s the contagious energy that inspires others. It’s a directional desire that might start as an interest and turn into growing curiosity. When full throttle, it refuses to be ignored. You won’t always have seasons where you’re doing what you love. Yes, there are seasons where you’re miserable at work, yet you don’t feel free to follow your passion. There are times when you feel as if you are in limbo, waiting for one path to end and the next one to begin, but that’s a great time to take inventory.

You have to take the inventory and connect with the insecurities and fears that are a part of your holdbacks.

The same is true for you. You need to take inventory of who you are, what you’re built for, and what you’re chasing after. You have to look at your life and connect with your failures and shortcomings and the fact that you are built to reach greatness. Stop running in the wrong direction and take the time to be honest with yourself about where you are in life and whether your current path will lead you to your lighthouse.

CURIOUSLY, PEOPLE TRANSFORM INTO DRAGONS AT THE FLICK OF A CAPE

I SHOULD BE UPSET THAT A BURGLAR STOLE ALL MY LAMPS, BUT I’M DELIGHTED!

Hero worship, when properly entered into, has a great deal of poetry in it. It inspires and motivates, renews and revives. It encourages introspection, investigation of desire, personal moral inventory and all manner of fruitful examinations. The cargo of goodwill that spells of extreme admiration create, can provide personal ballast against discouragement and grief. To be in the habit of fixing another with your highest personal regard over time increases your capacity to love. . . . Hero worship can be an emotional Olympics, a way of testing one’s lowest and highest drives. My Judy-love strengthens and inspires what is already good in me and what is bad. It helps me become more completely and entirely myself. And if the poetry of hero worship imparts some measure of heroism on the practitioner, then that is all to the good.

There comes a point in life that you must inventory everything and everyone and reorganize. The choices will be hard you have to do what is best for you.

Zhang is her brand’s face, design inspiration, marketing department, and much more. She and other web celebs find their customers on social media. The companies that run the back end are small, often no more than one or two hundred people, supporting over a dozen brands like LIN’s. They only sell online; they keep little to no inventory and own no factories. Yet they do a rousing business. In the first four months of 2015, LIN had 80 million RMB in sales (about US$11 million), keeping nearly 30 percent as pure profit.8 LIN and other web-celeb companies have evolved quickly since 2015 and can show readers from traditional industries a new approach to operations, marketing, and data-driven strategy.

You'll never wish you were more of a bastard. Treat everyone you encounter with respect, and they'll respect you and your business. Even more than respect, compassion goes a low way. -- Carl Natenstedt, CEO Z5 Inventory