Mark Hoffman Quotes

He knew exactly how to hit a woman, so that the marks hardly showed. He knew how to kiss her, too, so that her heart began to race and she'd start to think forgiveness with every breath. It's amazing the places that love will carry you. It's astounding to discover just how far you're willing to go.

There is no fiercer enemy than a word. A word that can be written down in pages and punctuated by quotation marks and commas and spelled out in contracts and poems and sighs, in old whispers and song lyrics, in promises and vows.

If you’re in permanent beta in your career, twenty years of experience actually is twenty years of experience because each year will be marked by new, enriching challenges and opportunities. Permanent beta is essentially a lifelong commitment to continuous personal growth. Get busy livin’, or get busy dyin’. If

I say go, go, be led. particularly If you're in your twenties, which I suspect a lot of you are in. I tell my kids it's a question Mark decade in a sense. and we're told we should know what we want to do. It's a terrible thing. 'what are you going to do?' 'what are you going to be?' 'how can you make a living at that' no, no, no, no, no it's your question mark. You're never gonna have this luxury again of not knowing and it is a luxury not to know. You can play, you can do that, you must because it's your only way not to go crazy. Because if you're- meaning if you're gonna wait for the job, you're gonna die

A modern revolutionary group, explained Abbie Hoffman, headed for the television station, not the factory.

Sure, I’d thought about it—Go northeast, young man! To Cody. You know, to win her back. Like Dustin Hoffman chasing Katharine Ross in “The Graduate.” But what was the use in that?

Mark Pincus smelled the social-game opportunity first. He was the guy who, with Reid Hoffman, had been part of the angel investment that, in his words, was like winning lotto. In late 2006, Matt Cohler tipped him off that Facebook was going to launch a platform and was looking for entrepreneurs to come up with apps. We don’t want any money from you, he told Pincus. Just build cool stuff and we’ll expose you to our traffic.

When the interests of Erdos's colleagues drifted away from pure mathematics, he made no secret of his disapproval. "When I wasn't sure whether to stay a mathematician or go to the Technical University and become an engineer, Vazsonyi recalled, "Erdos warned me: 'I'll hide, and when you enter the Technical University, I will shoot you.' That settled the matter." When probability theorist Mark Kac had a paper published in the Journal if Applied Physics based on his work during the war at MIT's Radiation Laboratory, Erdos sent him a one sentence postcard: "I am praying for your soul." Erdos was "reminding me," Kac said, "that I might be straying from the path of true virtue, which, as a matter of fact, I was.

There were no longer to be holy women for the priests, for the ancient laws of Jerusalem had filtered into Egypt. My mother and the other women I had always known as aunts were now called prostitutes and whores, like the women on the streets who had their prices etched into the soles of their sandals so that the men who followed them knew how much they must pay for favors. All at once, what had been honored was reviled. The henna tattoos that had proclaimed them as women of worth now marked them as worthless, and the priests for whom they had sacrificed themselves were the first to accuse them of their sins.

Getting to market fast allows you to start getting the feedback you need to improve it. Any product that you’ve carefully refined based on your instincts rather than real user reactions and data is likely to miss the mark and will require significant iteration anyway. The ideal is a tight OODA loop—observe, orient, decide, act—over and over again. Speed really matters, and launching early lets you climb the learning curve to a great product faster.

How did Facebook successfully overcome the growth limiter of operational scalability? On the technology side, one of the philosophies that helped Facebook become successful was its famous motto “Move fast and break things.” This emphasis on speed, which came directly from Mark Zuckerberg, allowed Facebook to achieve rapid product development and continuous product improvement. Even today, every new software engineer who joins Facebook is asked to make a revision to the Facebook codebase (potentially affecting millions or even billions of users) on his or her first day of work. However, as Facebook’s user base and engineering team grew to a massive size, Mark had to change the philosophy to “Move fast and break things with stable infrastructure.

Justice Josiah Hoffman wrote the opinion for the supreme court, an opinion that proved every bit as favorable to the South as Riker, Wells, and others had hoped. The court declared that the requirement of a jury trial violated the US Constitution because “the legal rights of the Southern Slaveholder are so clearly defined, as at once to mark him, who in any way impede their exercise, as a violator of the public space.

marks around her neck. She tilted her head and smiled at me. I swallowed. I was never going to drink anything again. How could I pee with Christie around?

JMG: Many of your novels are rooted in the tradition of magic. In writing The Probable Future, how did you manage to blur the lines between fantasy and reality but still make the plot events seem plausible? How do you trust your readers to make that leap and still identify with—and relate to—your characters? AH: I feel that the tradition of literature, of storytelling, is rooted in magic. Realism seems to me a newer, less interesting tradition. I grew up reading fairy tales, science fiction, fantasy. As far as making the leap to belief, as soon as a reader opens a book he or she must suspend belief—marks on paper become a real world. The next leap, to identify and relate with fantastical occurrences, seems easy to me. The sort of magic I write about is that which is rooted in the real world—the probable and the possible.

By September 2004, Zuckerberg was referring to Parker as Facebook’s president, and Parker was steering Zuckerberg away from conventional venture capitalists. He told Benchmark and Google to back off, preferring to take a leaf out of Google’s own book; he wanted to raise capital from angels. His first port of call was an entrepreneur named Reid Hoffman, who had coached him through the Plaxo denouement. Hoffman declined to lead an investment in Facebook; he had himself founded a social network called LinkedIn, and there might be some rivalry. So Hoffman put Parker in touch with a Stanford friend named Peter Thiel, the co-founder of an online payments company called PayPal. Pretty soon, Thiel agreed to kick in $500,000 in exchange for 10.2 percent of the firm, with Hoffman providing a further $38,000.[11] A third social-networking entrepreneur named Mark Pincus also wrote a check for $38,000.

Conservative Christian circles often deny that a woman is being abused unless she has visible marks on her body, and even then they tend to be skeptical.

You can always tell a liar, for he will not look at you when he speaks, and often he has white spots on his fingernails, one to mark every lie he’s told.

It’s tempting to assume she achieved this despite the “Nos.” But in truth, each of those 148 “Nos” was a clue that ultimately made her business even stronger. Some sharpened her view on who her user was—and who her user wasn’t. Some helped her grasp how her competition might think. And some gave her an early warning about the ways her company might fail. At the end of the fundraising process alone, Kathryn had a roadmap marked with every potential pitfall she’d need to navigate around—and the unexplored territory she could explore ahead of any competitors.

Among non-Jewish Jews there have been some who, in addition to their alienation from Jewish roots, have not felt rooted in the non-Jewish society in which they lived. During the last century, some of these Jews have contributed to intense Jew-hatred. These are radical and revolutionary Jews. The reasons for the antisemitism they engender are unique. First, their challenges to non-Jews do not come from within Judaism. Second, they not only challenge the non-Jews’ values, but the non-Jews’ national and religious identity as well. Third, they are as opposed to Jews’ values and identity as to non-Jews’. Nevertheless, and unfortunately for other Jews, the behavior of these radical non-Jewish Jews is identified as Jewish. The association of Jews with revolutionary doctrines and social upheaval has not, unfortunately, been the product of antisemites’ imaginations. Marx, Trotsky, Kamenev, Zinoviev, Rosa Luxemburg, Béla Kun, Mark Rudd, Abbie Hoffman, Jerry Rubin,William Kunstler, Norman G. Finkelstein, and Noam Chomsky are among the better known.2 The phenomenon of the highly disproportionate role played by Jews in radical causes often has been commented upon. As the social psychologist Ernest van den Haag noted, “although very few Jews are radicals, very many radicals are Jews: out of one hundred Jews five may be radicals, but out of ten radicals five are likely to be Jewish. Thus it is incorrect to say that a very great number of Jews are radicals but quite correct to say that a disproportionate number of radicals are Jews. This was so in the past, and it has not changed.”3 How are these Jewish radicals made and why do they cause antisemitism? The making of a Jewish radical is a complex social and psychological process but its essential elements can be discerned. First, these individuals have inherited a tradition of thousands of years of Jews challenging others’ values—though of course in the name of Judaism and ethical monotheism rather than radical secular ideologies. Non-Jewish Jews do not base their radical doctrines on the Jewish tradition; indeed, they usually denigrate it, but the tradition’s impact could not be avoided, only transformed.4 Second, radical non-Jewish Jews are rootless in that they do not feel rooted in either the Gentiles’ or the Jews’ religion or nation. They may very well have become revolutionaries precisely to overcome this root-lessness or alienation. Because they refuse to become like the non-Jews by identifying with the non-Jews’ religious or national identities, they seek to have non-Jews (and Jews) become like them, alienated from all religious or national identities. Only then, these revolutionaries believe, will they cease to feel alienated.

God, I am still running scared, but I think at least this time I am running in the right direction.

Gage frowned. "Here I thought monks were supposed to be kind, patient souls." "Before I met you, I was." Brother Sholan eyed him, then shook his head in amusement.

What happens to you matters to me, to God, to your family, and to a lot of people. So, stop making decisions for others like you're the only one who cares or has the right to do so. Refusing to let others take a risk to help you isn't selfless; it's selfish. Now, help me help you!

it’s important to leave yourself time and space for reflection and feedback. It’s easy to get caught up in an endless to-do list and to lose sight of what is important. That’s one of the things I learned from Mark Zuckerberg and Sheryl Sandberg. Mark and Sheryl meet first thing every Monday and at the end of every Friday—no matter how busy they are or what else has come up. The Friday meeting is especially important because it gives them time to look back over the week and reflect on what they’ve learned.

While you don’t want to make career moves on 0 percent information, you also don’t want to wait till you have 100 percent information—or else you’ll wait forever. Jetting off to vacation in Hawaii with no set itinerary introduces many uncertainties about what will transpire, but it’s not particularly risky. After all, how likely are you to have a bad time in Hawaii? But the biggest and best opportunities frequently are the ones with the most question marks. Don’t let uncertainty lull you into overestimating the risk.

While this new motto might seem self-contradictory, Mark explains that it focuses on a higher-level goal. “The goal is to move fast,” Mark told me. “When we were smaller, being willing to break things allowed us to move faster. But as we grew, the willingness to break things actually started slowing us down, because increasing complexity made it harder and harder to fix things once they broke. By taking the extra time to focus on stable infrastructure, we reduce the impact and time to recover from breaking things, so that we can actually move faster.

I heard the voice of God all around me, but I was unafraid. I should have trembled before the Almighty and hid myself from sight. I should have taken a knife to my own flesh to cut away the mark of my past deeds. But now I understood that, although words were God’s first creation, silence was closer to His divine spirit, and that prayers given in silence were infinitely greater than the thousands of words men might offer up to heaven.

Brian Chesky of Airbnb defines culture in a simple and concise way: “a shared way of doing things.” Clearly defining the way an organization does things matters, because blitzscaling requires aggressive, focused action, and unclear, hazy cultures get in the way of actually implementing strategy. Netflix cofounder and CEO Reed Hastings told me, “Weak cultures are diffuse; people act differently, and don’t understand each other, and it becomes political.” Mark Zuckerberg and Sheryl Sandberg have done many wonderful things at Facebook, and one of them is building a unified culture that is devoted to aggressive experimentation and data-driven decision making, as summarized by Mark’s original motto “Move fast and break things.” Facebook’s culture helps employees understand that they shouldn’t be afraid to try things that might fail. This allows Facebook to move faster, and to move on from failed experiments quickly. Imagine if someone asked a random employee from your start-up the following questions: What is your organization trying to do? How are you trying to achieve those goals? What acceptable risks are you incurring to achieve those goals more quickly? When you have to trade off certain values, which ones take priority? What kind of behavior do you hire, promote, or fire for?

At the end of 1996, the five most valuable companies in the world were General Electric, Royal Dutch Shell, the Coca-Cola Company, NTT (Nippon Telegraph and Telephone), and ExxonMobil—traditional industrial and consumer companies that relied on massive economies of scale and decades of branding to drive their value. Just twenty-one years later, in the fourth quarter of 2017, the list looked very different: Apple, Google, Microsoft, Amazon, and Facebook. That’s a remarkable shift. Indeed, while Apple and Microsoft were already prominent companies at the end of 1996, Amazon was still a privately held start-up, Larry Page and Sergey Brin were still a pair of graduate students at Stanford who were two years away from founding Google, and Mark Zuckerberg was still looking forward to his bar mitzvah. So what happened? The Networked Age happened, that’s what. Technology now connects all of us in ways that were unthinkable to our ancestors. Over two billion people now carry smartphones (many of them made by Apple, or using Google’s Android operating system) that keep them constantly connected to the global network of everything. At any time, those people can find almost any information in the world (Google), buy almost any product in the world (Amazon/ Alibaba), or communicate with almost any other human in the world (Facebook/ WhatsApp/ Instagram/ WeChat). In this highly connected world, more companies than ever are able to tap into network effects to generate outsize growth and profits.

Matt Cohler, now a partner at Benchmark Capital, spent six years in his late twenties and early thirties being a lieutenant to CEOs at LinkedIn (me) and Facebook (Mark Zuckerberg). Most supertalented people want to be the front man; few play the consigliere role well. In other words, there’s less competition and significant opportunity to be an all-star right-hand man.