Life is painting a picture, not doing a sum.
A leader is the one who can outline the broad vision and the direction, and say here's where we are going to go, here's why we need to go there, and here's how we are going to get there. A manager is the one who actually gets up under the hood and tunes the carburetor.
One can resist the invasion of an army but one cannot resist the invasion of ideas.
If you want to make good use of your time, you've got to know what's most important and then give it all you've got.
Determine never to be idle. No person will have occasion to complain of the want of time who never loses any. It is wonderful how much may be done if we are always doing.
If you feel like it's difficult to change, you will probably have a harder time succeeding.
Avon is a unique place to work; we've got family-friendly policies. We have more senior women in high-level management than any other company; 46 percent of our officers are women.
Resistance to the organized mass can be effected only by the man who is as well organized in his individuality as the mass itself.
Always recognize that human individuals are ends, and do not use them as means to your end.
More business is lost every year through neglect than through any other cause.
It's not just buying the company. Sure, we picked the right companies, and we picked the right management and, most importantly, we've given them the right incentive to perform.
I love the ability to work with very good managers, and to provide the right incentives for them, and truly become a partner with that management, and make that management take a long view.
The secret to winning is constant, consistent management.
Of course the lower classes have always felt downtrodden and aspired to a better life. But there is this theory that people respond to a class structure in England - there was a time when people knew who they were and knew whom they served and as long as management wasn't abusive, it was a good life for people.
When you think of all the conflicts we have - whether those conflicts are local, whether they are regional or global - these conflicts are often over the management, the distribution of resources. If these resources are very valuable, if these resources are scarce, if these resources are degraded, there is going to be competition.
When resources are degraded, we start competing for them, whether it is at the local level in Kenya, where we had tribal clashes over land and water, or at the global level, where we are fighting over water, oil, and minerals. So one way to promote peace is to promote sustainable management and equitable distribution of resources.
I think what the Nobel committee is doing is going beyond war and looking at what humanity can do to prevent war. Sustainable management of our natural resources will promote peace.
One change always leaves the way open for the establishment of others.
At every crossroads on the path that leads to the future, tradition has placed 10,000 men to guard the past.
A smartphone links patients' bodies and doctors' computers, which in turn are connected to the Internet, which in turn is connected to any smartphone anywhere. The new devices could put the management of an individual's internal organs in the hands of every hacker, online scammer, and digital vandal on Earth.
If we are to survive, we must have ideas, vision, and courage. These things are rarely produced by committees. Everything that matters in our intellectual and moral life begins with an individual confronting his own mind and conscience in a room by himself.
A lot of the Google inventions came from engineers just screwing around with ideas. And then management would see them, and we'd say, 'Boy, that's interesting. Let's add some more engineers.'
So during those first moments of the day, which are yours and yours alone, you can circumvent these boundaries and concentrate fully on spiritual matters. And this gives you the opportunity to plan the time management of the entire day.
This is the key to time management - to see the value of every moment.
You learn far more from negative leadership than from positive leadership. Because you learn how not to do it. And, therefore, you learn how to do it.
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