Good Strategies Quotes & Sayings

Good art wounds as well as delights. It must, because our defenses against the truth are wound so tightly around us. But as art chips away at our defenses, it also opens us to healing potentialities that transcend intellectual games and ego-preserving strategies. — Rollo May

It is your own bad strategies, not the unfair opponent, that are to blame for your failures. You are responsible for the good and bad in your life. — Robert Greene

I think being able to be malleable is a great weapon and I'm a very, very good strategist. I create the most amazing strategies in my head and I have created the most extraordinary strategies in my head for my career ... — Salma Hayek

One thing about humans is that we all have them - lifestories. We live by and through them. But writers of memoir are particularly good at bringing literary strategies and form to experience (at least the good ones are). — Lidia Yuknavitch

A good list of questions to ask your advisor will include the following: Where will my money be held? Right answer: Somewhere else! Are you a broker? Right answer: No! Are you a dually registered advisor? Right answer: No! Do you or any affiliate have proprietary investments of any kind? Right answer: No! How are you compensated? Right answer: Total disclosure in writing and never make commissions on any investment product. What are the credentials of you and/or your team? Right answer: If planning is involved, a CFP is ideal to have on the team. What is your planning and investment management approach? Right answer: The firm should follow a coherent philosophy rather than a bunch of different strategies (unprincipled) and should follow an approach that does not involve market timing or active trading. — Peter Mallouk

The central issue in that pre-mortal council was: Shall the children of God have untrammeled agency to choose the course they should follow, whether good or evil, or shall they be coerced and forced to be obedient? Christ and all who followed Him stood for the former proposition - freedom of choice; Satan stood for the latter - coercion and force. The war that began in heaven over this issue is not yet over. The conflict continues on the battlefield of mortality. And one of Lucifer's primary strategies has been to restrict our agency through the power of earthly governments. (BYU devotional held Tuesday, 16 September 1986, President Ezra Taft Benson) — Ezra Taft Benson

There's a tendency at the senior and middle-manager level to be too big-picturish and too superficial. There is a phrase, "The devil is in the details." One can formulate brilliant global strategies whose executability is zero. It's only through familiarity with details - the capability of the individuals who have to execute, the marketplace, the timing - that a good strategy emerges. I like to work from details to big pictures. — Andy Grove

A person's attachment status is a fundamental determinant of their relationships, and this is reflected in the way they feel about themselves and others. Neurotic patterns can be seen as originating here because, where core attachments are problematic, they will have a powerful influence on the way someone sees the world and their behaviour. Where there is a secure core state, a person feels good about themselves and their capacity to be effective and pursue their projects. Where the core state is insecure, defensive strategies come into play. — Jeremy Holmes

Books are made out of books." - Cormac McCarthy Brian Eno, A Year With Swollen Appendices Steven Johnson, Where Good Ideas Come From David Byrne, How Music Works Mike Monteiro, Design Is a Job Kio Stark, Don't Go Back to School Ian Svenonius, Supernatural Strategies for Making a Rock 'n' Roll Group Sidney Lumet, Making Movies P.T. Barnum, The Art of Money Getting — Austin Kleon

If I try to use human influence strategies and tactics of how to get other people to do what I want, to work better, to be more motivated, to like me and each other - while my character is fundamentally flawed, marked by duplicity and insincerity - then, in the long run, I cannot be successful. My duplicity will breed distrust, and everything I do - even using so-called good human relations techniques - will be perceived as manipulative. It simply makes no difference how good the rhetoric is or even how good the intentions are; if there is little or no trust, there is no foundation for permanent success. Only basic goodness gives life to technique. — Stephen R. Covey

Green Giant contained a very strong and clear site and building design concept. Green Giant had strong formal, aesthetic and programmatic concepts, coupled with a good understanding and incorporation of 2030 Palette design strategies. — Edward Mazria

We have some good ideas here. But the only way to know if they're workable is to try to make them fail. If we fail to fail, then maybe we're on the right track. — Orson Scott Card

We also know that there is a mindset that helps people cope well with setbacks, points them to good strategies, and leads them to act in their best interest. — Carol S. Dweck

What rewards and punishments do is induce compliance, and this they do very well indeed. If your objective is to get people to obey an order, to show up on time and do what they're told, then bribing or threatening them may be sensible strategies. But if your objective is to get long-term quality in the workplace, to help students become careful thinkers and self-directed learners, or to support children in developing good values, then rewards, like punishments, are absolutely useless. In fact, as we are beginning to see, they are worse than useless - they are actually counterproductive. — Alfie Kohn

Irene nodded. She couldn't say it but she knew she was destroying a world. A little culture. It was the known and safe way of behaving in the family. All the rituals, wrong or sick, it didn't matter, good or bad, would be useless. All the strategies. They knew the familiar treacheries, but now they would be open to new dangers. — Louise Erdrich

When a person is in emotional pain, it's hard to be rational and to think of a good solution. Nevertheless, many of the coping strategies used by people with overwhelming emotions only serve to make their problems worse. — Matthew McKay

Despite all their flaws, zoos wake us up. They invite us to step outside our most basic assumptions. Offered for our contemplation, the animals remind us of nature's impossibly varied schemes for survival, all the strategies that species rely upon for courtship and mating and protecting the young and establishing dominance and hunting for something to eat and avoiding being eaten. On a good day, zoos shake people into recognizing the manifold possibilities of existence, what it's like to walk across the Earth, or swim in its oceans of fly above its forests - even though most animals on display will never have the chance to do any of those things again, at least not in the wild. — Thomas French

I believe having a vision in mind, a goal let's say, is a good thing. Unfortunately, so many of us are blinded by the greatness of our vision that paralysis and inaction sets in. What I try to do is focus on the individual steps, the moments if you will, and let them lead one to the next. The vision that eventually appears may not be exactly what you had in mind, but it will be the right one for you, because you did the work and you took the necessary action. — Charles F. Glassman

Some who support [more] coercive strategies assume that children will run wild if they are not controlled. However, the children for whom this is true typically turn out to be those accustomed to being controlled - those who are not trusted, given explanations, encouraged to think for themselves, helped to develop and internalize good values, and so on. Control breeds the need for more control, which is used to justify the use of control. — Alfie Kohn

companies are focused on building products rather than brands. A product is something made in a factory. A brand is something made in the mind. To be successful today, you have to build brands, not products. And you build brands by using positioning strategies, starting with a good name. Any — Al Ries

I highly recommend re-reading good personal development books. Rarely can we read a book once and internalized all of the value from that book. Achieving mastery in any area requires repetition - being exposed to certain ideas, strategies, or techniques over and over again, until they become ingrained in your subconscious mind. — Hal Elrod

God 10 A final word: Be strong in the Lord and in his mighty power. 11 Put on all of God's armor so that you will be able to stand firm against all strategies of the devil. 12 For we* are not fighting against flesh-and-blood enemies, but against evil rulers and authorities of the unseen world, against mighty powers in this dark world, and against evil spirits in the heavenly places. 13 Therefore, put on every piece of God's armor so you will be able to resist the enemy in the time of evil. Then after the battle you will still be standing firm. 14 Stand your ground, putting on the belt of truth and the body armor of God's righteousness. 15 For shoes, put on the peace that comes from the Good News so — Anonymous

I'm not suggesting the world is good, that life is easy, or that any of us are entitled to better. But please, isn't this the kind of thing you talk about in somber tones, in the afternoon, with some degree of hope and maybe even a handful of strategies? — Richard Siken

Many profit-driven corporate strategies are based on fashion, planned obsolescence, unneeded upgrades, and masterful emotional manipulation --marketing--causing people to continuously replace goods which are still in good working order. — Jacob Lund Fisker

Knowing is a vital part of learning and sharing a vision of what we want to create together. But "how" questions are on the doing side of the model. As in playing tennis, we learn how by doing. There is no other way. We can read books on tennis techniques and strategies. We can get a good tennis player to show us how he or she does it. We can watch players on TV for hours and analyze every stroke. But only by doing will we ever be able to learn how to do it. We may make mistakes but mistakes actually teach us more than our successes. — Fred Lee

On the other hand, the American public possesses a great resilience and strength, and good risk communication strategies can tap into and even amplify those assets. — Patrick J. Kennedy

Yet powerful as they were, as powerful as music that brings heart-piercing pain, tears, laughter, with its enchantments, they were as music, subordinate to their own creator. Humans need not, Paks saw, worship their immortality, their cool wisdom, their knowledge of the taig, their ability to repattern mortal perceptions. In brief mortal lives humans met challenges no elf could meet, learned strategies no elf could master, chose evil or good more direct and dangerous than elf could perceive. Humans were shaped for conflict, as elves for harmony; each needed the other's balance of wisdom, but must cleave to its own nature. It was easy for an immortal to counsel patience, withdrawal until a danger passed . . . — Elizabeth Moon

Jim Crow repeated the old strategies of the reptilian powers of the air: to convince human beings simultaneously and paradoxically that they are gods and animals. In the Garden, after all, the snake approached God's image-bearer, directing her as though he had dominion over her (when it was, in fact, the other way around). He treated her as an animal, and she didn't even see it. At the same time, the old dragon appealed to her to transcend the limits of her dignity. If she would reach for the forbidden, she would be "like God, knowing good and evil." He suggested that she was more than a human; she was a goddess. — Russell D. Moore

Some adopted new strategies for survival; they went dormant. Others became dust that could regenerate our past forms; time rendered this dust defective. It brought only disease and misery; but that was good, we saw the misery and found it good. — Greg Bear

I can't count the times I have lagged seemingly hopelessly far behind, and nobody except myself thinks I can win. But I have pulled myself in from desperate [situations]. When you are behind there are two strategies - counter-attack or all men to the defences. I'm good at finding the right balance between those. — Magnus Carlsen

How far you go in life and in your career is dependent on how far you can think good thoughts! — Jaachynma N.E. Agu

There is no master cabal organizing the three-hundred plus Food Not Bombs or mad genius organizing the dozens of Indymedia's across the globe. We can all be the Johnny and Jane Appleseeds of anarchist counter-structure. We do this by harvesting good ideas and strategies from across the globe and replacing them on the local level. And while our passions and ideas should be brash, we should also be inspired by our day-to-day victories. People need to feel encouraged to start small, realizing the infrastructure begets infrastructure. — Curious George Brigade

A story in a book has its own intentions, even if unknowable to the virgin reader, who just lollops along at her own pace regardless of the author's strategies, and gets where she will. After all, a book can be set aside for weeks, or for good. (Burned in the grate.) Alternatively, a story can be adored for centuries. But it cannot be derailed. A plot, whether abandoned by a reader or pursued rapturously, remains itself, and gets where it is headed even if nobody is looking. It is progressive and inevitable as the seasons. Winter still comes after autumn though you may have died over the summer. — Gregory Maguire

Giving, not trading or selling, is the basis of success. The most rewarding thing you can do is just to give the world something good. And ultimately you will be paid so much more for that gift than it you had tried to trade it for something else. — Russell Simmons

Good-to-great companies set their goals and strategies based on understanding; comparison companies set their goals and strategies based on bravado. — James C. Collins

In some organizations, they can succeed if they are simply good at making presentations to the board of directors or writing strategies or plans. The tragedy is that these talents mask real deficiencies in overall management capabilities. These talented performers run for cover when grubby operating decisions must be made and often fail miserably when they are charged with earning a profit, getting things done and moving an organization forward. — Tom Peters