Peter Kay Quotes

When I was a kid I used to pray every night for a new bike. Then I realised that The Lord doesn't work that way, so I stole one and asked Him to forgive me.

Tell me a story,' demanded Fireflyer. 'Why? Do you eat them, too, then?' 'Only the ohs and ayes and ees and oos. The Kays are too spikey and the zeds are too buzzzy and the ones with the dots get stuck in your teeth and the esses sometimes slide down inside your vest and tickle.

He had a charm about him sometimes, a warmth that was irresistible, like sunshine. He planted Saffy triumphantly on the pavement, opened the taxi door, slung in his bag, gave a huge film-star wave, called, "All right, Peter? Good weekend?" to the taxi driver, who knew him well and considered him a lovely man, and was free. "Back to the hard life," he said to Peter, and stretched out his legs. Back to the real life, he meant. The real world where there were no children lurking under tables, no wives wiping their noses on the ironing, no guinea pigs on the lawn, nor hamsters in the bedrooms, and no paper bags full of leaking tomato sandwiches.

his fear of being unwanted had dissipated. Because Mama—and Kay, and Peter—were trying to convince him that they were deserving of his love, not the other way around.

As it says in 1 Peter 3:1-6: Wives, in the same way submit yourselves to your own husbands so that, if any of them do not believe the word, they may be won over without words by the behavior of their wives, when they see the purity and reverence of your lives. Your beauty should not come from outward adornment, such as elaborate hairstyles and the wearing of gold jewelry or fine clothes. Rather, it should be that of your inner self, the unfading beauty of a gentle and quiet spirit, which is of great worth in God’s sight. For this is the way the holy women of the past who put their hope in God used to adorn themselves. They submitted themselves to their own husbands, like Sarah, who obeyed Abraham and called him her lord. You are her daughters if you do what is right and do not give way to fear. That’s Miss Kay in a nutshell-she’s a kind and gentle woman. In my eyes, she’s the most beautiful woman on Earth, on the inside and the outside. She has a natural beauty about her and doesn’t need a lot of makeup or fancy clothes to show it. The more makeup a woman wears, the more she’s trying to hide; makeup can hide a lot of evil. I think Miss Kay is probably a lot like Sarah was. For some reason, we always talk about Abraham, the father of our faith, but nobody ever mentions Sarah, the mother of our faith. I’m beginning to suspect the reason the mother of our faith is never mentioned is because people don’t appreciate a woman who is beautiful on the inside, who is quiet, gentle, and submissive. But God says that being a woman like that is of great worth in His eyes. I believe that Sarah, the mother of our faith, should be revered as much as Abraham, the father of our faith.

The substrates within each CDR that are frequently seen mutated are defined as “hotspots”. They are described by preferences for purines, rather than pyrimidines, as well as for particular codons, or codon motifs within the sequence. The fact that mutation in a hotspot can create or delete other hotspots indicates a higher order structure to the mutation process than that which is currently observable. McKay Brown, Mary Stenzel-Poore, Susan Stevens, Sophia K. Kondoleon, James Ng, Hans Peter Bachinger, and Marvin B. Rittenberg. Immunologic memory to phosphocholine keyhole limpet hemocyanin. Journal of Immunology, 148(2):339–346, January 1992.

Work hard, pay your taxes, keep your word, be trustworthy, and understand that your integrity is always on the line.

In 2003 the Ccru undertook an intensive investigation into Kaye’s cryptic references to documented interconnections between William Burroughs, Peter Vysparov and Lemurian time travel.

Peter has a set of rules that guide his life. His 28 Peter’s Laws have been collected over decades. Here are some of my favorites: Law 2: When given a choice . . . take both. Law 3: Multiple projects lead to multiple successes. Law 6: When forced to compromise, ask for more. Law 7: If you can’t win, change the rules. Law 8: If you can’t change the rules, then ignore them. Law 11: “No” simply means begin again at one level higher. Law 13: When in doubt: THINK. Law 16: The faster you move, the slower time passes, the longer you live. Law 17: The best way to predict the future is to create it yourself. (adopted from Alan Kay) Law 19: You get what you incentivize. Law 22: The day before something is a breakthrough, it’s a crazy idea. Law 26: If you can’t measure it, you can’t improve it.

In the year following the 1991 publication of Final Exit, Derek Humphry’s best-selling book, which presented in detail a variety of ways to commit suicide (including, prominently, suffocation by plastic bag), suicidal asphyxiations involving plastic bags increased by 31 percent. Peter Marzuk and his colleagues at Cornell University Medical College in New York noted that although the total number of suicides did not increase, the publicity surrounding this particularly lethal method may have had a deadly impact on impulsive and ambivalent individuals. They suggest, “with good cause, that clinicians include in their assessments of suicide risk questions not only about actions of potential concern, such as writing suicide notes or drawing up wills, but whether patients have obtained and read literature about euthanasia or assisted suicide.

Triangular sandwiches taste better than square ones.

John Kay apuntó en un artículo muy escéptico que «probablemente el sentido más habitual en el que se emplea la palabra “estrategia” hoy en día es como sinónimo de “caro”».[19] La proliferación de estrategias se había desarrollado de un modo vertical, en forma de actividades subsidiarias de distintos niveles, y de modo horizontal, en una serie de prescripciones tanto procedimentales como teóricas para mantener la relación con el contexto. Los ochenta y los noventa trajeron una deslumbrante secuencia de grandes ideas, la aparición de gurús como Peters y Hamel, y el advenimiento y caída de la BPR. Como resultado, se abrió un nuevo campo de investigación en torno a la proliferación de modas y tendencias de administración de empresas. Su abundancia y variedad, la publicidad que las rodeaba y su escasa vida propiciaban cierto asombro: ¿por qué se lo estaban tomando con tanta dedicación?[20] Al consumidor de teorías de administración de empresas no se le planteaba un paradigma dominante, sino más bien una cacofonía incoherente, pistas de claves únicas para el éxito a las que se podía acceder comprando tal o cual libro, asistiendo a un seminario o —lo mejor de todo— firmando un contrato de consultoría. Las ideas se propagaban rápidamente, amontonándose unas sobre otras, lo banal con lo complejo, las perspectivas auténticas con las proposiciones improbables, y mezclando análisis con generalizaciones dudosas. Había varias razones que explicaban este fenómeno. Los gurús ayudaban a los directivos a dar sentido a un mundo incierto y proporcionaban un cierto grado de predictibilidad. También ofrecían una autoridad externa que contribuía a legitimizar lo que los ejecutivos estaban llevando a cabo. Incluso los escépticos se ponían nerviosos, por si se estaban perdiendo algo importante, o por si se daba a entender que estaban ignorando fenómenos importantes. La sucesión de modas y tendencias debería haber sugerido que el resultado podría ser cínico o incluso aleatorio, pero siempre había la posibilidad de un verdadero avance, como si una sección más elevada de los ejecutivos estuviera realmente al mando. Si era así, el directivo consciente al menos debería prestar atención.[21] Tampoco era exacto que todas las ideas fueran inútiles.[22] Desde que Drucker introdujo por primera vez la gestión por objetivos, se habían introducido ciertas técnicas que pudieron considerarse en un momento dado como una moda, pero que ahora se consideraban generalmente muy útiles, tales como el análisis SWOT, la matriz Boston o los «círculos de calidad». En el caso de la BPR el problema estaba en el excesivo radicalismo, que exigía demasiado a la vez y exageraba los beneficios. Después de los años ochenta, era rara la compañía que no decía aspirar a la excelencia y la calidad, al tiempo que pretendía animar la iniciativa local.