Quotes About Responsibility

Quanto mais as pessoas que fazem parte de nossa vida tiverem sido acusadas, punidas ou forçadas a sentirem-se culpadas por não fazerem o que os outros pediram, mais provavelmente elas levarão essa bagagem a todo relacionamento posterior e ouvirão em cada solicitação uma exigência.

The use of the common expression "have to", as in "There are some things you have to do, whether you like it or not," illustrates how personal responsibility for our actions can be obscured in speech. The phrase "makes one feel", as in "You make me feel guilty," is another example of how language facilitates denial of personal responsibility for own feelings and thoughts.

In our language there is a word with enormous power to create shame and guilt ("should")

Note the difference between the following expressions of disappointment: Example 1 A: "You disappointed me by not coming over last evening." B: "I was disappointed when you didn't come over, because I wanted to talk over some things that were bothering me." Speaker A attributes responsibility for his disappointment solely to another person's action. Speaker B traces his feeling of disappointment to his own unfulfilled desire.

It may appear that the child cares for the parent and feels bad because the parent is suffering. However, if children who assume this kind of responsibility change their behavior in accordance with parental wishes, they are not acting from the heart, but acting to avoid guilt.

When we use language which denies choice (for example, words such as should, have to, ought, must, can't, supposed to, etc.), our behaviors arise out of a vague sense of guilt, duty, or obligation.

All violence is the result of people tricking themselves into believing that their pain derives from other people and that consequently those people deserve to be punished.

You can't make your kids do anything. All you can do is make them wish they had. And then, they will make you wish you hadn't made them wish they had.

We are dangerous when we are not conscious of our responsibility for how we behave, think, and feel.

In this stage, which I refer to as emotional slavery, we believe ourselves responsible for the feelings of others. We think we must constantly strive to keep everyone happy. If they don't appear happy, we feel responsible and compelled to do something about it. This can easily lead us to see the very people who are closest to us as burdens.

The most thankless decision I make is the one that prevents something bad from happening, because I can never prove that I prevented something even worse.

The next time you start to speak out of anger, look in the mirror. In every case, you'll find that the root of your rage is not "out there" but "in here.

Warren Buffett advised that before you take any morally questionable action, you should ask yourself if you would want your mother to read about it in the newspaper.

But for some reason, many people enjoy living in the past, especially if going back there lets them blame someone else for anything that's gone wrong in their lives. That's when clinging to the past becomes an interpersonal problem. We use the past as a weapon against others.

When we regret our own decisions—and do nothing about it—we are no better than a whining employee complaining about his superiors. We are yelling at an empty boat, except it's our boat.

If we always express our opinion, no matter how hurtful or noncontributory it may be, we are exercising our right to be "me.

The pain that comes with regret should be mandatory, not something to be shooed away like an annoying pet. When we make bad choices and fail ourselves or hurt the people we love, we should feel pain. That pain can be motivating and in the best sense, triggering—a reminder that maybe we messed up but we can do better. It's one of the most powerful feelings guiding us to change.

What's more important? Your company or your life?" It was a rhetorical question. I was warning him that, stripped of his identity at the top of a sixty-thousand-employee organization, he was vulnerable to boredom, dislocation, depression. I'd seen it before in ex-CEOs who didn't prepare well for their corporate exit. It would be "irresponsible" if he didn't create a new identity for himself.

If your successor truly wants to become a great CEO, she needs to recognize that there is no "off" switch when she is around the people who she will be leading.

There is immeasurable satisfaction—even pleasure—in taking a big risk and fighting a battle you believe in. It's your life, your call. No one else can make it for you. AIWATT

Once people reach the age of accountability, no matter what people do to them," he said, "that is not an excuse for any mistakes they make. On the other hand, one does seek to understand why he or she makes the mistakes they make.

Mike thought a minute, and then said, "I'm going to change, and the reason I'm going to change has nothing to do with money and it has nothing to do with this firm. I'm going to change because I have two sons, and if they were receiving this same feedback from you in twenty years, I'd be ashamed.

Why wouldn't you? You have a plan. A plan is a good thing. At that moment, you are functioning as a leader. But later on in the same day, with little to no awareness, you assume a different role. You become the follower, the person who has to execute the leader's wishes. As

If you're born on third base, you shouldn't think you hit a triple.