A Quote by Milo Yiannopoulos
I'm not in the business of being 'friendly.' First and foremost, I'm a journalist. My business is the truth. Now, I happen to be other things, too - a pop-culture phenomenon, the most in-demand speaker on the campus lecture circuit, whatever. But I believe in facts.
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First and foremost, I'm a journalist. My business is the truth. Now, I happen to be other things, too - a pop-culture phenomenon, the most in-demand speaker on the campus lecture circuit, whatever.
I'm a business first and foremost so whatever my business is, it's separate from my personal. It's like whatever I do business wise, it's done in the business fashion whether it's promoting , marketing, whatever I'm doing.
Once you've been around this business long enough, anything is a possibility. It's a business first and foremost. Guys play it because they love it, but it is a business, and if you don't understand that it's a business, you're lying to yourself.
Whatever my intentions, whatever the truth of my claim, I had no business giving a lecture to a total stranger.
Business friendly is the middle ground between being too cold and uncaring and the other extreme of being too familiar
I have no business being a journalist. I'm the least, I'm the least - I'm the most trusting, I absolutely make a habit of believing anything that anybody tells me about themselves. I've never had any reason in the world to think that anyone has wanted to harm me, or lie to me. I believe whatever is being sold, most of the time.
Now, the good of business is put above anything else, as corporations have become the new ruling body. Most decisions seem to be made like ones of a medieval king: whatever makes profit while ignoring and repressing the truth about whatever suffering it may cause (like pop music, for that matter).
I don't know why this is, but I really believe that things don't happen when we're trying to will them into being. They don't happen when we're waiting for the phone to ring, or the email to pop up in our in box. They don't happen when we're gripping too tightly. They happen - if they happen at all - when we've fully let go of the results. And, perhaps, when we're ready.
I believe that science fiction is as profound as you want it to be or it can be very simple entertainment, and I'm all for very simple entertainment. Every now and then we all need to come home, veg-out, watch something and not think too deeply about it. It's what you want it to be. We tend to steer clear of being pedantic; it's entertainment first, otherwise we'd be on a lecture circuit.
Knighterrantry is a most chuckleheaded trade, and it is tedious hard work, too, but I begin to see that there is money in it, after all, if you have luck. Not that I would ever engage in it, as a business, for I wouldn't. No sound and legitimate business can be established on a basis of speculation. A successful whirl in the knighterrantry line--now what is it when you blow away the nonsense and come down to the cold facts? It's just a corner in pork, that's all.
The first job of the historian and of the journalist is to find facts. Not the only job, perhaps not the most important, but the first. Facts are the cobblestones from which we build roads of analysis, mosaic tiles that we fit together to compose pictures of past and present. There will be disagreement about where the road leads and what reality or truth is revealed by the mosaic picture. The facts themselves must be checked against all the available evidence. But some are round and hard--and the most powerful leaders in the world can trip over them. So can writers, dissidents and saints.
If we are to have a stabilized market demand, selling pressure should be maintained . . . perhaps increased . . .at the first sign of a decline in business. I know of no single way business managers can do more to stabilize market demand than through greater stabilization of sales and advertising expenditures.
What church I go to on Sunday, what dogma of the Catholic Church I believe in, is my business; and whatever faith any other American has is his business.
What I tell founders is not to sweat the business model too much at first. The most important task at first is to build something people want. If you don't do that, it won't matter how clever your business model is.
The more I do this creative work teaching the "Personal Creativity in Business" course at Stanford the more I realize that business is about people in groups being creative in their own way. If business creativity does not allow individual development, then it isn't sustainable. But if business creativity means people bringing out their best and developing that, then amazing things can happen - not only for the business but also more importantly for the individual and the surrounding community.
In business, integrity is just as important as in any of the great public offices... but I believe one of the first and fundamental obligations of competent business leadership is above all to protect the reputation and integrity of the business - to that degree the integrity of the business is the integrity of the leader.
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