A Quote by Lapo Elkann

I have many weaknesses, but I have one strength. When I do something, I do it 300 percent. I'm not a middle man. — © Lapo Elkann
I have many weaknesses, but I have one strength. When I do something, I do it 300 percent. I'm not a middle man.
Weakness and strength are necessary for balance. No one or nothing is only weak or only strong. But some of us overlook our weaknesses, and even deny that we have them. That can be dangerous, because denying there is a weakness is in itself a weakness. Likewise, accepting that we have weaknesses becomes a strength. And by the same token, overestimating strength is a weakness. You should not be blinded by your strengths. The feeling of strength is not the same as having strength. Neither should you ignore your weaknesses. Know them well, too.
Strength, strength is what the Upanishads speak to me from every page. This is the one great thing to remember, it has been the one great lesson I have been taught in my life; strength, it says, strength, O man, be not weak. Are there no human weaknesses? - says man. There are, say the Upanishads, but will more weakness heal them, would you try to wash dirt with dirt? Will sin cure sin, weakness cure weakness? Strength, O man, strength, say the Upanishads, stand up and be strong.
"The area in which the executive first encounters the challenge of strength is in staffing. The effective executive fills positions and promotes on the basis of what a man can do. He does not make staffing decisions to minimize weaknesses but to maximize strength."
Strength is not born from strength. Strength can be born only from weakness. So be glad of your weaknesses now, they are the beginnings of your strength.
My biggest worry is that Obama says he's going to tax the upper 5 percent by raising their taxes by 20 percent. But among that 5 percent are the corporations that are hiring middle-class Americans.
The weak shows his strength and hides his weaknesses; the magnificent exhibits his weaknesses like ornaments.
We have basic urges all the time. They just manifest themselves in different scenarios, and we have to turn those weaknesses into our strengths. Art is very much about making your weaknesses your strength.
The greatest strength any human being an have is to recognize his or her own weaknesses. When you identify your weaknesses, you can begin to remedy them - or at least figure out how to work around them.
When you have a system that increases border security funding by about 300 percent, and it only increases funding for immigration courts by 70 percent, you have a disaster.
In the corporate world, there's, like, a 300 percent markup. In our world, we normally don't go above a 100 percent markup.
Take the middle 70 percent and tell them what they need to do to get into the top 20 percent.
In most cases, strengths and weaknesses are two sides of the same coin. A strength in one situation is a weakness in another, yet often the person can't switch gears. It's a very subtle thing to talk about strengths and weaknesses because almost always they're the same thing.
I am every single day talking with and working with people in my district who are seeing their health care insurance costs go up five times, 105 percent, 300 percent, that are getting pay cuts, that are losing 40-hour workweeks, that are having to work two and three jobs.
You don't accept your weaknesses the same way that you love the weaknesses of another artist, because when they make mistakes they don't look like weaknesses.
My greatest strength is that I have no weaknesses.
The second reason why we haven't observed the growing gap is that our historical and social science analyses have concentrated on what has been happening within the 'middle classes' - that is, to that ten to fifteen percent of the population of the world-economy who consumed more surplus than they themselves produced. Within this sector there really has been a relatively dramatic flattening of the curve between the very top (less than one percent of the total population) and the truly 'middle' segments, or cadres (the rest of the ten to fifteen percent).
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