Quotes About Success

People who lack confidence rarely win anything . - John Puller

What's your next

He tried several keys he had taken from her purse until one worked.

Money is just a means to an end. It shouldn't be the goal.

it was botched. A traffic police officer intervened and the whole plan fell apart. But that was from low-level external sources and had nothing to do with us. Our strike will be quick and clean. And it will succeed." "And you have your team in place?

David Baldacci

In his mind progress was always to be measured in inches, especially when you didn't have yards or even feet of success to show off.

I've found that guys who inherit like that often have a chip on their shoulder. The man brags too much about how successful he is. Somebody who'd earned it probably wouldn't feel the need. You don't see Warren Buffett telling everybody how brilliant he is at business. His actions speak for him.

El éxito o fracaso dependían en gran medida de la preparación. Con una buena preparación, lo único que se requería hacer era ejecutar. Incluso podían realizarse cambios en el ultimo momento si la planificación lo requería." ? David Baldacci , MÁXIMO IMPACTO (The Hit)

Franklin Roosevelt was pretty good." "He was already rich. Nobody could touch him.

He had started to forget what it was like to hit one out of the park. After Sullivan

Money's not everything." "It is if you never had much of it.

I had to do something. Anything that would make me feel like I was accomplishing something. To make me feel that I was not a failure.

Fame can take interesting men and thrust mediocrity upon them. If I hadn't learned how to be a musician and writer, it wouldn't have mattered what I did. I never knew too many rock people. I would get to a place, some nightclub or other, and see all these famous rockers bonding.

Even though it was enormously successful, there was no growth going on at all. They were very hard years to get through, to find any sense of purpose. I wasn't allowing myself the service of being who I really am as an artist. I'd given myself dreadful parameters in confining myself to merely what I presumed people wanted. I never wanted to do this. I never wanted to be out there pleasing people. I wanted to be really stubborn and have people like what I like, not give them what they like.

Yet egotism can also be useful to ambitious creatures, driving their single-minded pursuit of success. Madness seems essential in order to be "great.

Adam Smith saw what had happened to markets and societies for millennia. Winners are never satisfied with success in the latest market battle, with a cool product or financial or political achievement. As humans, we use any recent advantage to ensure that competitors will fail in future struggles.

Almost every successful person begins with two beliefs: the future can be better than the present, and I have the power to make it so.

Since the 1970s wealthy donors have heavily financed efforts to cut taxes and public spending. The success they've had helps explain why government now can't do as many things, which gives private funders new leverage in shaping society.

Warren Buffett has famously attributed much of his success to "winning the ovarian lottery"—that is, being born as a white male to middle-class parents in an America on the cusp of the postwar boom.

It seems to me that all our endless failures are adding up to a magnificent success. It's just not what we had in mind. It's real.

While at General Electric, I'd noticed firsthand what a big difference it made to be in a good industry. When I ran General Electric's major appliance business, we had a great position but were in a crummy, highly competitive, low-growth industry. No matter how hard we worked, we stood little chance of excelling—the pressure on prices was just too intense. It was far easier, I found, to make progress with a business that occupied a bad position in a good industry.

Regarding a prospective company's position in its industry, think hard about whether you might roll up multiple players in a fragmented industry to create a juggernaut. When we entered the gas detection business, there were no big players, but over an eight-year period we were able to acquire several companies, roll them up into a single Honeywell business, and become number one in the industry.

When you ask leaders to do more, and they deliver over both the short and long term, leading to wins for shareholders and customers, then those leaders deserve higher than average compensation.