A Quote by Arianna Huffington

The most important thing that we entrepreneurs have is our human capital. If we exhaust it, we make bad decisions. — © Arianna Huffington
The most important thing that we entrepreneurs have is our human capital. If we exhaust it, we make bad decisions.
You know what works in venture capital? A group of incredibly smart, connected people who have the financial wherewithal and risk appetite to make multi-million dollar bets on unproven ideas and inexperienced founders. People who can make decisions quickly, and who spend their time trying to help entrepreneurs make the most of that cash.
Access to capital is one of the most important first steps entrepreneurs take when starting a business, and it is also one of the biggest difficulties, especially for our veterans.
The most basic principle to being a free American is the notion that we as individuals are responsible for our own lives and decisions. We do not have the right to rob our neighbors to make up for our mistakes, neither does our neighbor have any right to tell us how to live, so long as we aren’t infringing on their rights. Freedom to make bad decisions is inherent in the freedom to make good ones. If we are only free to make good decisions, we are not really free.
I really believe that if capital doesn't come to the entrepreneurs, the entrepreneurs have no choice but to go to the capital.
We are paying teachers who are in charge of our human capital, arguably more important than our financial capital, a very tiny fraction of what Wall Streeters are paid.
Profit is vital to human well-being. Profit is the payment to entrepreneurs just as wages are payments to labor, interest to capital and rent to land. In order to earn profits in free markets, entrepreneurs must identify and satisfy human wants and do so in a way that economizes on society's scarce resources.
Most of us think that decisions such as where shall I live, with whom shall I partner, what shall I pick as a career for my life are the most important decisions that we make. But from the point of view of the universe these decisions are not that important. Within you, you have already made decisions about who you are, what the universe is and how you will relate to other people and how you will relate to the universe and these decisions are creating consequences in your life moment by moment.
High office teaches decision making, not substance. It consumes intellectual capital; it does not create it. Most high officials leave office with the perceptions and insights with which they entered; they learn how to make decisions but not what decisions to make.
Most entrepreneurs think capital is the biggest problem they have - but it's not. You can have all the capital you want, but if the market fit and ability to adjust are not present, your startup will likely not succeed.
We do not slight the idea of enlightenment, but the most important thing is this moment, not some day in the future. We have to make our effort in this moment. This is the most important thing for our practice.
My motivation has to do with what happened to my family. I want to help young people make important decisions at the most important time in their life. If I didn't do this, it would be like my kids died in vain. I want to help them make the right decisions.
Human beings have survived for millennia because most of us make good decisions about our health most of the time.
The most important thing is that you can make tough decisions, discipline people when you need to, but also create a spirit to get the ultimate thing you're aiming for, which is winning enough games.
The trade deficit is the capital surplus and don't ever think of having a capital surplus as being a bad thing for our country.
Entrepreneurs are always taking feedback, especially from their customers, bankers, workers, and sales force. Without straightforward feedback, entrepreneurs cannot make sound decisions.
Entrepreneurs don't really make mistakes, though. We just make decisions that seem right at the time, but which sometimes turn out to have been the wrong path to take. For example, we allowed a buyer to place a huge opening order and later had to take some product back. We didn't have our sell-through programs in place, so in hindsight, it would have been wiser to sell in less product at the outset. The scary thing is you are always making decisions without knowing the future.
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