A Quote by Jim Rohn

Be brief on the logic and reason portion of your presentation. There are probably about a thousand facts about an automobile, but you don't need them all to make a decision. About a half dozen will do.
I don't like realism. We already know the real facts about li[fe], most of the basic facts. I'm not interested in repeating what we already know. We know about sex, about violence, about murder, about war. All these things, by the time we're 18, we're up to here. From there on we need interpreters. We need poets. We need philosophers. We need theologians, who take the same basic facts and work with them and help us make do with those facts. Facts alone are not enough. It's interpretation.
When you make a decision you need facts. If those facts are in your brain, they're at your fingertips. If they're all in Google somewhere you may not make the right decision on the spur of the moment.
When you make a decision, you need facts. If those facts are in your brain, they're at your fingertips. If they're all in Google somewhere, you may not make the right decision on the spur of the moment.
When someone says "that resonates with me" what they are saying is "I agree with you" or "I align with you." Once your ideas resonate with an audience, they will change. But, the only way to have true resonance is to understand the ones with whom you are trying to resonate. You need to spend time thinking about your audience. What unites them, what incites them? Think about your audience and what's on their mind before you begin building your presentation. It will help you identify beliefs and behavior in your audience that you can connect with. Resonate with.
Out of fifty mathematical papers presented in brief at such a meeting, it is a rare mathematician indeed who really understands what more than half a dozen are about.
When I was 15, I was about seven stone - the average weight for a kid of 11 in them days was about nine stone. I managed to keep my head down because there was about half a dozen heavies in the class and there was bullying in them days. But I stayed one step ahead of them all the time.
You always, I think, debate with yourself about whether or not you made the right decision. And you have to then give the person that you’re working for - in my instance, the president - your best judgment based on your understanding of the facts, but also the calculus you use to make a determination about what’s the best way to go forward.
We're still missing about a dozen vaccines that will make a huge difference. For adults, we've got HIV and TB are still huge; for kids malaria is still killing a half million kids a year out of that 6 million. We probably need some vaccines, but we need a little more data to make sure we're getting the vaccines that will save the most lives.
Generally the reason they fail in the job is, you made some mistake in the hiring process in that you didn't match... them to the needs of your company accurately enough. That's the #1 reason this fails. And that's generally a good place to start: Here's where we are and here's what I didn't recognize about us and about you when I made the decision, and now it is what it is.
There was a time when I was wondering about this business of going public, so I visited about a half-dozen companies in the Boston area, all of them formed by MIT faculty and all had gone public.
The average daydream is about fourteen seconds long and we have about two thousand of them per day. In other words, we spend about half of our waking hours - one-third of our lives on earth - spinning fantasies.
In 1996, Muhammad Ali and I co-authored a short book about bigotry and prejudice that was keyed to religious and racial divisions. To spread the message, we visited schools in a half dozen cities across the country, talking with students about the need for tolerance and understanding.
What people most need now is to apply their conversion skills to those things that are essential for their survival. They need to convert facts into logic, free will into purpose, conscience into decision. They need to convert historical experience into a design for a sane world.
You make some big grandoise decision about what you need to do, or who you need to be, and then circumstances arise that immediately reveal to you how little you understood about yourself.
It's about communication. It's about honesty. It's about treating people in the organization as deserving to know the facts. You don't try to give them half the story. You don't try to hide the story. You treat them as - as true equals, and you communicate and you communicate and communicate.
Does our Gospel presentation make men excited about what God can do for them on this earth, or about whom God is?
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