Quotes About Adaptability

About Face, de David H. Hackworth. Otro

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Marc Andreessen (here) long ago referred to the above double-/triple-threat concept, citing Scott's writing, as "even the secret formula to becoming a CEO. All successful CEOs are like this." He reiterated that you could also cultivate this in school by getting unusual combinations of degrees, like engineering + MBA, law degree + MBA, or undergrad physics + economics.

How to thrive in an unknowable future? Choose the plan with the most options. The best plan is the one that lets you change your plans.

Ser capaz de abandonar lo que no funciona es consustancial a ser un ganador.

There is no universal path to success.

He said the HP mantra was "MBWA." Translation: Managing By Wandering Around. It stands for being in touch, being human—and learning from everyone.

And by "unreasonably effective," I mean something quite specific: Something is unreasonably effective if it seems to be useful outside the scope of its assumptions, outside the scope of the context in/for which it was developed.

Flexibility" can be passive, whereas "mobility" requires that you can demonstrate strength throughout the entire range of motion, including the end ranges.

The next Bill Gates will not build an operating system. The next Larry Page or Sergey Brin won't make a search engine. And the next Mark Zuckerberg won't create a social network. If you are copying these guys, you aren't learning from them.

I'm there to learn. I'm not there to win; I'm there to learn, because then I'll win, eventually. . . .

Aporrear árboles con un hacha roma no es manera de ir por la vida. Prueba durante siete días y afila tu mente.

Don't worry about what you're going to do with the rest of your life. Just find a profitable and interesting use for the next three to five years.

I think we need to teach kids two things: 1) how to lead, and 2) how to solve interesting problems. Because the fact is, there are plenty of countries on Earth where there are people who are willing to be obedient and work harder for less money than us. So we cannot out-obedience the competition. Therefore, we have to out-lead or out-solve the other people. . . .

he explains the secret of his success this way: "There were three reasons why we survived: We had no money, we had no technology, and we had no plan.

How do you know if you have A-players on your project team? You know it if they don't just accept the strategy you hand them. They should suggest modifications to the plan based on their closeness to the details.

On the Advantage of Cultivating Beginner's Mind "Experience often deeply embeds the assumptions that need to be questioned in the first place. When you have a lot of experience with something, you don't notice the things that are new about it. You don't notice the idiosyncrasies that need to be tweaked. You don't notice where the gaps are, what's missing, or what's not really working.

If you have a 10-year plan of how to get [somewhere], you should ask: Why can't you do this in 6 months?

Consider the little mouse, how sagacious an animal it is which never entrusts its life to one hole only.

Aber mehr denn je bin ich überzeugt, dass nichts von vornherein auszuschliessen ist; dass sich immer Wertvolles - Menschen der Dinge - gerade an den unerwartetsten Orten und in den unvorhergesehensten Situationen finden lässt.

Another way of allowing more freedom into the mind is not holding fixed ideas about people and things.