A Quote by Carlos Slim

You cannot have people in your organization who are pessimists. They take you to mediocrity. — © Carlos Slim
You cannot have people in your organization who are pessimists. They take you to mediocrity.
Pessimists are second rate people. They do not believe in life. ... All they want to do is drag you down and appease their own feelings of mediocrity and fear.
Pessimists are not boring. Pessimists are right. Pessimists are superfluous.
The less you associate with some people, the more your life will improve. Any time you tolerate mediocrity in others, it increases your mediocrity. An important attribute in successful people is their impatience with negative thinking and negative acting people.
Pessimists are the people who have no hope for themselves or for others. Pessimists are also people who think the human race is beneath their notice, that they're better than other human beings.
If you're building a startup or any sort of organization, take a few moments to reflect on the qualities that the people you most enjoy working with embody and the user experience of new people joining your organization, from the offer letter to their first day.
I just cannot take mediocrity. I just cannot take it on any level.
And our pessimists think this has taken too long. Our pessimists believe that too many Americans have died. Our pessimists believe that we have lost the war.
One of the things I had to really work on is, when you're the leader of an organization, people look at the expression on your face. Your mood has a lot to do with how people think the whole organization is doing.
Caution is the path to mediocrity. Gliding, passionless mediocrity is all that most people think they can achieve.
But why diminish your soul being run-of-the-mill at something? Mediocrity: now there is ugliness for you. Mediocrity's a hairball coughed up on the Persian carpet of Creation.
Set goals - high goals for you and your organization. When your organization has a goal to shoot for, you create teamwork, people working for a common good.
The distance between number one and number two is always a constant. If you want to improve the organization, you have to improve yourself and the organization gets pulled up with you. That is a big lesson. I cannot just expect the organization to improve if I don't improve myself and lift the organization, because that distance is a constant.
I think it's possible for me to approach the whole problem with a broader scope.When you look at something through an, an organizational eye, whether it's a, a religious organization, political organization, or a civic organization, if you look at it only through the eye of that organization, you see what the organization wants you to see. But you lose your ability to be objective.
But when we get enough people who don't care, and who don't accept personal responsibility for high ethical standards, our organization gets the "M" disease. Mediocrity. Anybody in the place can be a carrier. By the same token, every individual can carry the cure: the ethics of excellence.
You have to connect with your market and your employees. First, understand that what your market says is fact and what you say is opinion. Then, take the time to create a good connection with your employees. Without those two key connections, your business will be stuck in mediocrity forever.
People cannot be expected to learn one expertise and just apply it routinely in a job. Your expertise is in steadily renewing your knowledge base and extending it to new areas. That lifelong cycle of learning really is the foundation of the new information organization and economy.
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