A Quote by Bill Vaughan
The familiar childhood admonition of 'counting to 10' before taking action works because it emphasizes the two key elements of anger management -- time and distraction.
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We don't get the greatest tools to deal with anger. It's like, 'Hey, count to 10.' When someone really upsets me, how do I respond? I don't usually start counting to 10 and breathing deeply.
One of the biggest mistakes that most people make is clinging to the excuse that the time isn't quite right to take action. Well, let me tell you something: In my experience, conditions are never right at the right time. The timing is always wrong. So if you're waiting for everything to be perfect before taking action, you have a foolproof excuse for never taking action.
Goldman Sachs saying they might be interested in such an investment. I'm familiar with the company. I've known the management, the current management, Jack Welch before Jeff Immelt. I've known him for decades.
I set a goal for myself everyday when I write - 10 pages a day - and it's much harder because I'm too dumb to turn off my Twitter and everything so it's always on and it's a real distraction. It's a major distraction.
There are some key elements to business being a success, and that's a smart visionary and great management behind the people that are going to build it.
There is nothing wrong with anger. Anger is a beautiful emotion, as valid and rich as joy or laughter. But you have been taught to repress your anger. Your anger has been condemned. If anger is unexpressed, it will slowly poison you. The key is to know how to express your anger. Do not throw it out onto any one. No one is responsible for your anger. Simply express your anger. Beat up a cushion. Go for a run. Express your anger to a tree. Dance your anger. Enjoy it.
There are two kinds of idiots - those who don't take action because they have received a threat, and those who think they are taking action because they have issued a threat.
The key to success is being in the right place at the right time, recognizing that you are there, and taking action!
Who's counting? It was, of course, the minority who were counting. It always is. Most of the women I know today would dearly like to use their fingers and toes for some activity more enthralling than counting. They have been counting for so long. But the peculiar problem of the new math is that every time we stop adding, somebody starts subtracting. At the very least (the advanced students will understand this) the rate of increase slows. ... The minority members of any group or profession have two answers: They can keep score or they can lose.
Retroactive management emphasizes the bottom line.
Before running for office, I was an A-10 squadron commander with 325 combat hours. During my time in uniform and since coming to the House and taking up the fight to keep the plane, I have heard countless stories from American soldiers about how the A-10 saved their lives.
I immediately went out and bought a book on anger management. And now I have that book, and I don't know if I'll get to the book. But I'm certainly excited about the day where I can't find the book, and I get to say, 'Where the hell is my anger management book?!'
Management did not emanate from nature. Management is not a tree: it's a television set. Somebody invented it. It doesn't mean it's going to work forever. Management is great. Traditional notions of management are great if you want compliance. But if you want engagement, self-direction works better.
Anger makes people feel uncomfortable, because the minute somebody shows it, it puts you in a position where you can't laugh or make light of something... not to trivialise it I don't mean. But your reaction to anger is supposed to be fear or returned anger. So, you're really trying to control a situation when you show anger and it's a very weak position to take. It often works on people who aren't in a position to fight back.
Personal power involves producing success through modeling what works and taking consistent action towards your goals. At the same time, you have to internalize behavioral and belief changes in order to take the necessary action to produce the results. It's been said that successful people do what others won't, and that if you believe you can or you believe you can't, you're right. Both of those statements are true.
My father . . . used to say, 'I need my anger. It obliges me to take action.' I think my father was partly right. Anger arises, naturally, to signal disturbing situations that might require action. But actions initiated in anger perpetuate suffering. The most effective actions are those conceived in the wisdom of clarity.
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