A Quote by Douglas Gwyn

After all, if you have the majority of customers, then what you do becomes the standard. Your competitors have little choice but to follow. If you are the leader, then having a nonstandard infrastructure is a bad idea. Ultimately, it leads to extinction.
There's when a phrase circles in my head in a number of ways for any number of days, weeks, or months, and then that eventually becomes a song. There's a slow permeation of the idea and then that leads into a bunch of themes and becomes a bunch of lines.
Your number one customers are your people. Look after employees first and then customers last.
You go into the voting booths and you can rank your choices. So your first choice is an underdog that might not win, you know, that your choice number two, which might be your lesser evil, your safety choice, your vote is automatically reassigned from your first choice to your second choice if your first choice losses and there's not a majority winner. So it essentially eliminates, splitting it, eliminates having to vote your fear instead of your values.
Let's trace the birth of an idea. It's born as rampant radicalism, then it becomes progressivism, then liberalism, then it becomes moderated conservative, outmoded, and gone.
My best advice: win little battles. Get in the habit of winning, of shipping, of having customers that can't live without you. Once you've demonstrated you know how to do the art, then go after the windmills.
If a leader engages in sinful activity that becomes the standard, if he is strict that becomes the standard.
First something is a great idea, then it becomes a cause, then it becomes a business and finally it becomes a racket.
I want to change and try new ideas - allowing your sonic identity to evolve in your music and not being afraid of that. You see musicians hit upon something that works, and then go, "Let's keep doing that for 10 years." And that idea kind of terrifies me a little bit. It becomes like a day job then.
If a consensus of the majority is all it takes to determine what is right, then having and controlling information becomes extraordinarily important.
Writing a book is an adventure. To begin with it is a toy and an amusement. Then it becomes a mistress, then it becomes a master, then it becomes a tyrant. The last phase is that just as you are about to be reconciled to your servitude, you kill the monster and fling him to the public.
When you are scoring runs, you automatically become a good leader because you are armed with so much confidence. If you struggle with your performance, then it becomes very difficult for a leader to perform his role.
I always had plenty of ideas. I didn’t exactly have them. They grew—little by little, a half an idea at a time. First, part of a phrase and then a person to go with it. After a person, then a little corner of a place for the person to be in.
Being sad and going out on terrible dates and having horrible breakups and then having a shitty job and then quitting the shitty job and then wondering if you shouldn't have quit the shitty job and then getting a new shitty job that you get fired off of after six weeks, it's all so good for your writing.
If you make that decision, that you'll always follow that rule, then your commitment to do it sinks into your heart, and when you realize the benefits of having integrity time after time, it really changes your heart, not just your head.
One thing I am is a leader and if I'm not allowed to lead, then I have to follow. So then I want to be the best follower that I can.
... Our first priority should be the people who work for the companies, then the customers, then the shareholders. Because if the staff are motivated then the customers will be happy, and the shareholders will then benefit through the company's success.
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