Quotes About Health

The healthier an organization is, the more of its intelligence it is able to tap into and use. Most organizations exploit only a fraction of the knowledge, experience, and intellectual capital that is available to them. But the healthy ones tap into almost all of it.

Becoming a healthy organization takes a little time. Unfortunately, many of the leaders I've worked with suffer from a chronic case of adrenaline addiction, seemingly hooked on the daily rush of activity and firefighting within their organizations. It's as though they're afraid to slow down and deal with issues that are critical but don't seem particularly urgent. As

Once organizational health is properly understood and placed into the right context, it will surpass all other disciplines in business as the greatest opportunity for improvement and competitive advantage.

An organization has integrity—is healthy—when it is whole, consistent, and complete, that is, when its management, operations, strategy, and culture fit together and make sense.

The healthier an organization is, the more of its intelligence it is able to tap into and use.

At its core, organizational health is about integrity, but not in the ethical or moral way that integrity is defined so often today. An organization has integrity—is healthy—when it is whole, consistent, and complete, that is, when its management, operations, strategy, and culture fit together and make sense.

I believe that all successful organizations share two qualities: they are smart, and they are healthy. An organization demonstrates that it is smart by developing intelligent strategies, marketing plans, product features, and financial models that lead to competitive advantage over its rivals. It demonstrates that it is healthy by eliminating politics and confusion, which leads to higher morale, lower turnover, and higher productivity.

I have found that most leaders spend the majority of their time and energy making their organizations smarter, with relatively little effort directed toward making them healthier.

healthy companies are far less susceptible to ordinary problems than unhealthy ones. During difficult times, for instance, employees will remain committed to a healthy organization and stay with it longer, ultimately working to reestablish competitive advantage.

this point is critical—no one but the head of an organization can make it healthy.

as odd as it may seem, it is actually more important for leaders to focus on making their organizations healthy than on making them smart.

organizational health is relatively hard to measure, and even harder to achieve. It feels soft to executives who prefer more quantitative and reliable methods of steering their companies. It also entails a longer lead time to implementation than does a technical or marketing strategy, which yields more immediate results and gratification.

organizational health is often neglected because it involves facing realities of human behavior that even the most committed executive is tempted to avoid. It requires levels of discipline and courage that only a truly extraordinary executive is willing to embrace.

In spite of its undeniable power, so many leaders struggle to embrace organizational health (which I'll be defining shortly) because they quietly believe they are too sophisticated, too busy, or too analytical to bother with it. In other words, they think it's beneath them.

He considered old age and its mutilations and wondered what it would do for him: examples presented themselves to his mind, not only of mental decay, physical weakness, gout, stone and rheumatism, but of boastful mendacious garrulity, intense and peevish selfishness; timidity if not cowardice, dirt, concupiscence, avarice.

One of the miseries of medical life is that on the one hand you know what shocking things can happen to the human body and on the other you know how very little we can really do about most of them.

A man's pillow is his best medicine

If it is a question of trepanning, I am your man. It is an operation I have performed scores, nay hundreds of times without losing a patient. That is to say except in a very few cases of vicious cachexy, where it was only done to please the relations. I trepanned Mrs Butcher for a persistent migraine, and she has never complained since.

There is nothing that interests me more than travel, I declare; and if I had had my health, I should have been a great traveller, a second–a second– St Paul? No, no. A second Lady Mary Wortley Montagu.

Should I feel better if I were to vomit?' asked Jagiello. 'I doubt it,' said Stephen. 'It has done nothing for the Colonel.

Protection works and you need it. You need it because sound becomes painful around 125 dB. Short-tem exposure that is pretty certain to cause damage and hearing loss begins around 140 dB. Firearms? They run 145, 150, 160, 165 dB. Pick a number, it doesn't matter, you will lose hearing. A "quiet" 12-gauge load at 140 dB is going to damage your hearing a bit slower than a magnum at 165, but you will go deaf.

But triggered persistently, it destroys brain cells, causes ruminative early morning waking, and damages the immune system.

The modern fitness scene is largely defined by the presence of pumped up, muscle-bound bodybuilders, expensive exercise machines, and steroids. It's wasn't always this ways. There was a time when men trained to become inhumanly strong using nothing but their own bodyweight. No weights. No machines. No drugs. Nothing

People who really believe that they can't afford the time to train don't have their priorities right. Given the benefits to your health, strength and life in general, you need to ask yourself whether you can afford not to train!