Quotes About Remarkable

Art is never defect-free. Things that are remarkable never meet spec, because that would make them standardized, not worth talking about.

In your career, even more than for a brand, being safe is risky. The path to lifetime job security is to be remarkable.

If you can't be remarkable, perhaps you should consider doing nothing until you can.

The old rule was this: CREATE SAFE, ORDINARY PRODUCTS AND COMBINE THEM WITH GREAT MARKETING. The new rule is: CREATE REMARKABLE PRODUCTS THAT THE RIGHT PEOPLE SEEK OUT.

How can you squander even one more day not taking advantage of the greatest shifts of our generation? How dare you settle for less when the world has made it so easy for you to be remarkable?" - Seth Godin, sethgodin.com

If a product's future is unlikely to be remarkable – if you can't imagine a future in which people are once again fascinated by your product – it's time to realize that the game has changed. Instead of investing in a dying product, take profits and reinvest them in building something new.

If the only side effect of the criticism is that you will feel bad about the criticism, then you have to compare that bad feeling with the benefits you'll get from actually doing something worth doing. Being remarkable is exciting, fun, profitable, and great for your career. Feeling bad wears off.

We choose not to be remarkable because we're worried about criticism.

If you travel on an airline and they get you there safely, you don't tell anyone. That's what's supposed to happen. What makes it remarkable is if it's horrible beyond belief or if the service is so unexpected (they were an hour early! they comped my ticket because I was cute! they served flaming crêpes suzette in first class!) that you need to share it.

The purity of the message makes it even more remarkable. It's easy to tell someone about the Leaning Tower. Much harder to tell them about the Pantheon in Rome. So, even though the Pantheon is beautiful, breathtaking, and important, it sees 1 percent of the crowds that the harder-to-get-to Tower in Pisa gets.

Consumers are not loyal to cheap commodities. They crave the unique, the remarkable, and the human.

We have little choice but to move beyond quality and seek remarkable, connected, and new. Remarkable, as you've already figured out, demands initiative.

Great work is not created for everyone. If it were, it would be average work.

If times are tough, your peers and your boss may very well say that you can't afford to be remarkable. After all, we have to conserve, to play it safe; we don't have the money to make a mistake. In good times, however, those same people will tell you to relax, take it easy; we can afford to be conservative, to play it safe.

Whatever the status quo is, changing it gives you the opportunity to be remarkable.

When your organization becomes more human, more remarkable, faster on its feet, and more likely to connect directly with customers, it becomes indispensable. The very thing that made your employee a linchpin makes YOU a linchpin.

You will fail at this. Often. Why is that a problem? In fact, this is a boon. It's a boon because when others fail to be remarkable or make a difference or share their art or have an impact, they will give up.

You can't win by being more average than average.

A great school experience won't keep you from being remarkable, but it's usually not sufficient to guarantee that you will become so. There's something else at work here.

My new favorite word is 'awkward.'...The reason we need to be in search of awkward is that awkward is the barrier between us and excellence, between where we are and the remarkable. If it were easy, everyone would have done it already, and it wouldn't be worth the effort.

Consumers with otaku are the sneezers you seek. They're the ones who will take the time to learn about your product, take the risk to try your product, and take their friends' time to tell them about it. The flash of insight is that some markets have more otaku-stricken consumers than others. The task of the remarkable marketer is to identify these markets and focus on them to the exclusion of lesser markets – regardless of relative size.

People yearn for change, they relish being part of a movement, and they talk about things that are remarkable, not boring.

In fact, stories only magnify the need to have something remarkable (and honest) to say.

We hire for perfect, we manage for perfect, we measure for perfect, and we reward for perfect. So why are we surprised that people spend their precious minutes of self-directed, focused work time trying to achieve perfect? The problem is simple: Art is never defect-free. Things that are remarkable never meet spec, because that would make them standardized, not worth talking about. Rough