Succession Logan Quotes

The important thing to remember is that its absence doesn’t predict failure, and its presence doesn’t guarantee success. As my mathematician client said to me once, “The spark is neither necessary nor sufficient for long-term relationship happiness.

Decades of relationship science have revealed what matters for long-term relationship success: things like if the person is emotionally stable, kind, and loyal, and how that person makes us feel. Yet current dating apps don’t let you search any of those qualities.

Well. Um. The thing is…” I inhale, then continue with rapid-fire speed. “Imnotahockeyfan.” A wrinkle appears in his forehead. “What?” I repeat myself, slowly this time, with actual pauses between each word. “I’m not a hockey fan.” Then I hold my breath and await his reaction. He blinks. Blinks again. And again. His expression is a mixture of shock and horror. “You don’t like hockey?” I regretfully shake my head. “Not even a little bit?” Now I shrug. “I don’t mind it as background noise—” “Background noise?” “—but I won’t pay attention to it if it’s on.” I bite my lip. I’m already in this deep—might as well deliver the final blow. “I come from a football family.” “Football,” he says dully. “Yeah, my dad and I are huge Pats fans. And my grandfather was an offensive lineman for the Bears back in the day.” “Football.” He grabs his water and takes a deep swig, as if he needs to rehydrate after that bombshell. I smother a laugh. “I think it’s awesome that you’re so good at it, though. And congrats on the Frozen Four win.” Logan stares at me. “You couldn’t have told me this before I asked you out? What are we even doing here, Grace? I can never marry you now—it would be blasphemous.” His twitching lips make it clear that he’s joking, and the laughter I’ve been fighting spills over. “Hey, don’t go canceling the wedding just yet. The success rate for inter-sport marriages is a lot higher than you think. We could be a Pats-Bruins family.” I pause. “But no Celtics. I hate basketball.” “Well, at least we have that in common.” He shuffles closer and presses a kiss to my cheek. “It’s all right. We’ll work through this, gorgeous. Might need couples counseling at some point, but once I teach you to love hockey, it’ll be smooth sailing for us.” “You won’t succeed,” I warn him. “Ramona spent years trying to force me to like it. Didn’t work.” “She gave up too easily then. I, on the other hand, never give up

The most successful duos complement each other. They don’t have identical traits. When they miss a flight, one partner finds another route and soothes the other’s panic. That’s what makes them win.

The reasons for cooperatives’ success should be obvious by now, but they are worth reiterating: “The major basis for cooperative success…has been superior labor productivity. Studies comparing square-foot output have repeatedly shown higher physical volume of output per hour, and others…show higher quality of product and also economy of material use.”118 Hendrik Thomas concludes from an analysis of Mondragon that “Productivity and profitability are higher for cooperatives than for capitalist firms. It makes little difference whether the Mondragon group is compared with the largest 500 companies, or with small- or medium-scale industries; in both comparisons the Mondragon group is more productive and more profitable.”119 As we have seen, recent research has arrived at the same conclusions. It is a truism by now that worker participation tends to increase productivity and profitability. Research conducted by Henk Thomas and Chris Logan corroborates these conclusions. “A frequent but unfounded criticism,” they observe, “of self-managed firms is that workers prefer to enjoy a high take-home pay rather than to invest in their own enterprises. This has been proven invalid…in the Mondragon case… A comparison of gross investment figures shows that the cooperatives invest on average four times as much as private enterprises.” After a detailed analysis they also conclude that “there can be no doubt that the [Mondragon] cooperatives have been more profitable than capitalist enterprises.”120 Recent data indicate the same thing.121 One particularly successful company, Irizar, which was mentioned earlier, has been awarded prizes for being the most efficient company in its sector; in Spain it has ten competitors, but its market share is 40 percent. The same level of achievement is true of its subsidiaries, for instance in Mexico, where it had a 45 percent market share in 2005, six years after entering the market. An author comments that “the basis for this increased efficiency appears to be linked directly to the organization’s unique participatory and democratic management structure.”122 A major reason for all these successes is Mondragon’s federated structure: the group of cooperatives has its own supply of banking, education, and technical support services. The enormous funds of the central credit union, the Caja Laboral Popular, have likewise been crucial to Mondragon’s expansion. It proves that if cooperatives have access to credit they are perfectly capable of being far more successful than private enterprises.

The rule for Stage Four is this: the bigger the foe, the more powerful the tribe. Griffin would not be the success it is if it were to target a single hospital as its rival.

Some companies we’ve consulted cut off the Stage Two tail (by firing people), but it always grew back (through new hires). Why? People at Stage Three like to hire those at Stage Two, or others at Three who aren’t as accomplished as they are, so they can dominate the Stage Two position. Stage Three, to be successful, needs people at Stage Two to do the work, but this lower cultural stage will never produce the passion or initiative necessary to provide full support. As a result, people at Stage Three often say, “I don’t get enough support.

An outcome, by contrast, is a present state of success that morphs into an even bigger victory over time. The difference is the contrast between “I hope we make it—it’ll be great when we turn this around” (setting a goal) and “we have already succeeded, and this is how it looks at this point in the process” (succeeding now with an outcome). The latter is much more in line with Stage Four; the former often unwittingly creates a Stage Two culture—“my life sucks because we’re failing.

I’ve avoided social media completely since it happened, gone cold turkey on my generation’s compulsion to share every event, every emotion, every success, every random thought, every half-funny conversation.

Self-love is not perfection, nor is it always being happy. It is not based on your achievements and external measurements of success. It is not rooted in shame-based criticism or fear. It does not shame, lie, minimize, or criticize.

Tribal Leaders focus their efforts on building the tribe—or, more precisely, upgrading the tribal culture. If they are successful, the tribe recognizes them as the leaders, giving them top effort, cultlike loyalty, and a track record of success. Divisions and companies run by Tribal Leaders set the standard of performance in their industries, from productivity and profitability to employee retention.

Kind partners are awesome. They’re generous, they’re empathic, and they want to be supportive of you.” Kindness and emotional stability also allow us to treat our partner with care and compassion, which research from John and Julie Gottman suggests is the key to long-term relationship success.

We’ve got things under control here.” “‘We’?” Kerry repeated. “Shouldn’t you be out sampling cake or agonizing over invitation fonts? Assuming you don’t have clients to design interiors for.” “I have clients,” Fiona replied easily, honest joy beaming from her every pore. “Very happy ones. Trust me, after running McCrae Interiors, I can juggle Fiona’s Finds and planning a wedding at the same time with my eyes closed.” Kerry gave her sister a hard time--it was what they did--but she was truly happy for Fiona, with both her new business success and her lovely and loving relationship with their longtime family friend, Ben Campbell. Fiona had sold a successful business in Manhattan to return home and start over. She’d just opened a small design studio in a converted cottage near the harbor, focusing on recycling and repurposing antique and vintage items into something fresh and new. Her designs were both eco-friendly and wallet friendly, and the Cove had embraced her return home and her new business with equal enthusiasm. “Remember you said that,” Kerry commented. “When it’s go time on the big aisle walk and you’re still running around like a crazy person trying to pull everything together at the last second, I don’t want to hear about it.” Fiona batted her eyelashes again as she took an extralong sip on the straw in her glass of lemon water. “I’m the epitome of a happy, relaxed bride. McCrae girls don’t do bridezilla. Well, Hannah didn’t, Alex was lovely, and I’m charming of course.” She looked at Kerry over the tip of her straw, smiling sweetly. “We’ll reserve final judgment until it’s your turn.” “Har, har,” Kerry said, but Fiona was high on wedding crack again so she let her run with it. “Besides, after handling weddings for Logan, Hannah, and the Grace-Delia double do out on that island, this will be a cakewalk. Ha!” Fiona went on, then laughed. “Cakewalk.” “You’re a designer? And you do weddings?” Maddy turned on her stool and spun Fiona on hers until they were facing each other. She gripped Fiona’s forearms and grinned. “Hello, my new best and dearest friend.” “Oh, brother.” Kerry surrendered, tossing her towel on the bar.

You say romantic, I say stalker,” Kerry grumbled to Fiona as they pushed their way into the Rusty Puffin. “Please,” Fiona retorted, adding an eye roll for good measure. She was a master of those. “Mr. Dead Sexy From Down Under, a hardworking, successful man you greatly admired, with a family you apparently adored, flies halfway around the world to propose to you? Take a poll. That’s off-the-charts romantic.” “Right,” Kerry said, turning toward her as the heavy door swung closed behind them. “And then I turned him down and he’s still here, hounding me. Stalker.” “I hardly think asking you to lunch--a lunch you said yes to, by the way--then hiring a sailboat to take you out on the bay could be considered hounding, much less stalking. That’s still firmly in the romantic category. I mean, if you really meant no, I’m sure he’d be on the next plane back to Oz.” Kerry stopped completely, fists on her hips now. “What makes you think I didn’t really mean no?” “Well, for one, you’re awfully worked up over the guy. In that she-doth-protest-too-much kind of way. And secondly, Logan said Cooper told him you two had agreed on him staying the full month he’d taken off from the cattle station, to give you both time to figure out if there was something worth pursuing together.” “He said that? To Logan?” At Fiona’s smug nod, Kerry’s eyebrows drew together. “What else did Cooper tell him? And how could you even know that? We left the docks together before Cooper came back. We didn’t talk to him again, or Logan.” Fiona turned her phone around so the screen faced Kerry. “It’s called texting. Maybe they don’t have that in Tanzania or on deserted South Pacific atolls, but here in America, we--” “Okay, okay,” Kerry said, waving her hands, still disgruntled. “It doesn’t matter. For the record, I said yes to lunch just to keep him from showing up every time my back is turned.” She sent a pointed look at her sister. “You know, like a stalker. I didn’t agree to an entire afternoon out on the bay with him.” “You didn’t agree to that lollapalooza of a kiss either. But that happens and suddenly he’s not on the next plane home. Just saying, Ms. Protests Too Much.” Kerry opened her mouth, then closed it again, then folded her arms across her chest. “I never should have told you about that.” Fiona grinned. “I know.

Saving allows us to survive but investing enables us to thrive

The one who has accepted Christ is richer and more successful than the wealthiest man in all the world who does not believe or has refused Christ. —Reed Logan, "Addison’s Adventure" by Lisa M. Prysock.

The successful always have their own land, and they build nice homes. The best ones follow God. The Lord maketh a man to prosper, but we must meditate on His Words, day and night. Then we shall find good success. It’s in Joshua. —Reed Logan, "Addison’s Adventure" by Lisa M. Prysock

As I mentioned in the first chapter, management experts Dave Logan, John King, and Halee Fischer-Wright describe five stages of tribal development in their book, Tribal Leadership. My goal in my first year as head coach was to transform the Bulls from a stage 3 team of lone warriors committed to their own individual success (“I’m great and you’re not”) to a stage 4 team in which the dedication to the We overtakes the emphasis on the Me (“We’re great and you’re not”).

Self-love is what shines through even when we don’t accomplish our goals or meet our measurements of success. Self-love must involve extending kindness and grace to ourselves, no matter the outcome.

Here are five ways loving yourself can change your life: 1.A kinder, gentler you. Imagine talking to yourself in a loving and supportive way. Kind of like a best friend, coach, parent, or teacher. Being supportive, encouraging, and forgiving allows for grace and peace to come into your life. 2.More energy for living fully. Freeing up space and time to nurture yourself and practice self-care allows for a renewal of energy and an endless supply of fuel that comes from within. It’s like a well that never runs out of water. 3.More love to share with others. Cliché, but so true! It’s hard to love someone else the way you want to if you don’t first love yourself, and you may fall into a pattern of dependency or need. Loving yourself more will have a positive impact on all of your relationships. 4.Healthier relationships with loved ones. Without self-love to fuel our own lives, we will feel the need to look elsewhere, and sometimes that takes the form of attempting to find fuel in relationships with others. Unfortunately, these relationships can become imbalanced and filled with need, resentment, and bitterness, as we look to others to make us happy or help us feel worthy. Learning to self-love allows us to have healthier dynamics and expectations in relationships. We become the creators of our happiness. 5.No longer dependent on external measures of success. Of course, it feels wonderful to be successful and reach your goals. When self-love fuels this rather than self-doubt and fear, success becomes something to enjoy and appreciate with gratitude and a strong sense of our gifts.

Self-love is not perfection, nor is it always being happy. It is not based on your achievements and external measurements of success.

Self-love is not perfection, nor is it always being happy. It is not based on your achievements and external measurements of success. It is not rooted in shame-based criticism or fear. It does not shame, lie, minimize, or criticize. Often, women think that they can love themselves through fault-finding and beating themselves up, as if this will help them become a better version of themselves.

Successful couples are able to break the intensity of a fight by making a joke, conceding a point, or telling their partner what they appreciate about them.

Research tells us that similar personalities are not a predictor of long-term relationship success. In my interview with Northwestern professor and marriage expert Eli Finkel, he said, “There is no correlation between how satisfied or how happy you are with a relationship and how similar your personalities are.

Logan had been on fire with emotional pain for a long time, but no one had noticed because she was so smart and successful. Yet despite her accomplishments, Logan’s lack of emotional closeness with her family left her feeling empty inside. To compensate for this lack of connection, Logan often tried to make people smile and feel good. She felt she would be valued only for what she could do for others, not for who she was.

In their groundbreaking book, Tribal Leadership, management consultants Dave Logan, John King, and Halee Fischer-Wright lay out the five stages of tribal development, which they formulated after conducting extensive research on small to midsize organizations.

All things being equal, contend Logan and his colleagues, a stage 5 culture will outperform a stage 4 culture, which will outperform a 3, and so on. In addition, the rules change when you move from one culture to another. That’s why the so-called universal principles that appear in most leadership textbooks rarely hold up. In order to shift a culture from one stage to the next, you need to find the levers that are appropriate for that particular stage in the group’s development.