A Quote by Sri Sri Ravi Shankar

If you see long term benefit in doing something, but short term pain then you should do it. — © Sri Sri Ravi Shankar
If you see long term benefit in doing something, but short term pain then you should do it.
The most important thing that a company can do in the midst of this economic turmoil is to not lose sight of the long-term perspective. Don't confuse the short-term crises with the long-term trends. Amidst all of these short-term change are some fundamental structural transformations happening in the economy, and the best way to stay in business is to not allow the short-term distractions to cause you to ignore what is happening in the long term.
Leadership is, among other things, the ability to inflict pain and get away with it - short-term pain for long-term gain.
Unless you invest in people, you are not going to see growth in the long term, the medium term, and maybe even the short term.
If the short-term decisions you make damage the long term, you should resist those. But there are many short-term decisions that you need to make to be a successful manager.
The dominance of short-term perspectives has led to routine decisions in the markets that sacrifice the long-term buildup of genuine value in pursuit of artificial, short-term gains.
Frequent comparative ranking can only reinforce a short-term investment perspective. It is understandably difficult to maintain a long-term view when, faced with the penalties for poor short-term performance, the long-term view may well be from the unemployment line ... Relative-performance-oriented investors really act as speculators. Rather than making sensible judgments about the attractiveness of specific stocks and bonds, they try to guess what others are going to do and then do it first.
With my eyes closed, I ask if she knows how this will all turn out. "Long-term or short-term?" she asks. Both. "Long-term," she says, "we're all going to die. Then our bodies will rot. No surprise there. Short-term, we're going to live happily ever after." Really? "Really," she says. "So don't sweat it.
Remember anything you want that's valuable requires you to break through short-term pain in order to gain long-term pleasure.
We benefit, intellectually and personally, from the interplay between different selves, from the balance between long-term contemplation and short-term impulse. We should be wary about tipping the scales too far. The community of selves shouldn't be a democracy, but it shouldn't be a dictatorship, either.
Britain can choose, as others are, short term fixes and more stimulus. Or we can lead the world with long-term solutions to long-term problems.
When a long-term trend loses it’s momentum, short-term volatility tends to rise. It is easy to see why that should be so: the trend-following crowd is disoriented.
I want to take a long-term view. Being distracted by short term things can be dangerous when you are making cold, calm, long-term decisions.
Let's adopt some short-term strategies to get growth going and then let's have a long-term debt reduction package. That's what I think we should do and I think it will work.
Being captive to quarterly earnings isn't consistent with long-term value creation. This pressure and the short term focus of equity markets make it difficult for a public company to invest for long-term success, and tend to force company leaders to sacrifice long-term results to protect current earnings.
We don't really look at the stock, you know? Because for us, it's about the long term. And so we're very much focused on long-term shareholder value but not the short-term kind of stuff.
Everywhere you turn you see Americans sacrifice their long-term interests for a short-term reward.
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