Quotes About Impact

Sixteen unseeing stone of disheveled male slammed into her; Robin was knocked off her feet and catapulted backwards, handbag flying, arms windmilling, towards the void beyond the lethal staircase.

But none of us were ever quite the same afterward," said Dr. Gupta quietly. "One does not expect a friend to vanish into thin air without leaving a single trace behind them. There is something—uncanny about it.

The guilt that had tumbled from Strike seemed to have fallen heavily into her own lap.

He had called what he felt for Charlotte love and it remained the most profound feeling he had had for any woman. In the pain it had caused him and its lasting after-effects it had more resembled a virus that, even now, he was not He had called what he felt for Charlotte love and it remained the most profound feeling he had had for any woman. In the pain it had caused him and its lasting after-effects it had more resembled a virus that, even now, he was not.

We want to do something with the time we have, something that will give that time a certain meaning, a certain weight.

You wreck your own life and then, very gently, you wreck the lives of those around you.

In one large sample of women, for instance, the annual probability of divorce among those whose weddings cost more than $20,000 was more than three times that of those whose weddings cost between $5,000 and $10,000.

Rising health care spending occurs because it is beneficial, not a burden on the economy.

The innocence of the intention abates nothing of the mischief of the example.

To award prizes is to attempt to control the course of another man's work. It is a bid to have him do what you will approve. It affects not only the one who wins the award, but all those who in any measure strive for it.

A young country does not serve as the pad on which England drew its sketches for the immense Gulags of the twentieth century without acquiring a few marks and scars.

It is hard to think of any work of art of which one can say 'this saved the life of one Jew, one Vietnamese, one Cambodian'. Specific books, perhaps; but as far as one can tell, no paintings or sculptures. The difference between us and the artists of the 1920's is that they they thought such a work of art could be made. Perhaps it was a certain naivete that made them think so. But it is certainly our loss that we cannot.

Good bosses focus their attention, and their people's efforts, on the small number of things that matter most. The best bosses learn when they can and should ignore the least important demands from others. But some demands can't be avoided even though they have little, if any, impact on people or performance. In such cases, it might be wise to do a quick and crummy job so you can 'check the box' and quickly move on to more crucial chores.

Hatfield and her colleagues sum up emotional contagion research with an Arabic proverb: "A wise man associating with the vicious becomes an idiot.

He was afflicted with what I call "Asshole Blindness," where people don't realize or underestimate how dire an asshole problem is, how much they and perhaps others are suffering, and how important it is to get out as soon as possible.

Be repetitive and concrete. The things you say over and over have the most impact if they specify what to do and when to do it.

In short, if you are a boss, ask yourself: 'Who have I anointed as stars?' Think of your workplace more broadly and ask, 'Do we anoint people who bolster or bring down others' performance and humanity?

The truth is that bosses...don't matter as much as most of us believe. They typically account for less than 15 percent of the gap between good and bad organizational performance, although they often get over 50 percent of the blame and credit.

a twenty-year study that tracked six thousand British civil servants found that when their bosses criticized them unfairly, didn't listen to their problems, and rarely praised them, employees suffered more angina, heart attacks, and deaths from heart disease. You get the idea. It doesn't matter whether the assholes around you are getting ahead or (more likely) screwing up their lives, careers, and companies. They pose a danger to you and others.

The lesson from the Big Mac story is that innovations that ought to be scaled won't happen everywhere but can happen anywhere.

In other words, that American asshole rattled the Israeli health-care professionals so much that it undermined their ability to treat sick babies.

A 2012 study documented how such shit rolled downhill: abusive senior leaders were prone to selecting or breeding abusive team leaders, who in turn, ignited destructive conflict in their teams, which stifled team members' creativity.

The first diagnostic question follows from the late writer Maya Angelou's assertion that "at the end of the day people won't remember what you said or did, they will remember how you made them feel.

But an occasional strategic outburst seems to be effective because "targets" construe their temporary tormentor as trying to motivate them to try harder and to be smarter—they don't dismiss it as just the usual ranting from a certified asshole who berates them constantly