A Quote by Pat Summitt
Accountability is essential to personal growth, as well as team growth. How can you improve if you're never wrong? If you don't admit a mistake and take responsibility for it, you're bound to make the same one again.
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Of all the things that can have an effect on your future, I believe personal growth is the greatest. We can talk about sales growth, profit growth, asset growth, but all of this probably will not happen without personal growth.
I want everyone inside of Microsoft to take that responsibility. This is not about top-line growth. This is not about bottom-line growth. This is about us individually having a growth mindset.
I advise other companies' CEOs, don't fall into the trap where you go, 'Where's the growth? Where's the growth?' Where's the growth?' They feel a tremendous pressure to grow. Well, sometimes you can't grow. Sometimes you don't want to grow. In certain businesses, growth means you either take on bad clients, excess risk, or too much leverage.
But in Congress, accountability is just a catch phrase, usually directed elsewhere. Demands to personal responsibility or corporate accountability abound, but rarely congressional accountability or fiscal responsibility.
But in this Congress, accountability is just a catch phrase, usually directed elsewhere. Demands to personal responsibility or corporate accountability abound, but rarely congressional accountability or fiscal responsibility.
Admit to and make yourself accountable for mistakes. How can you improve if you're never wrong?
Growth is always essential. Running any tech company, you want to make sure you're growing. Putting in place all of the right structure to be able to ensure growth.
Nobody likes to admit that they made a mistake, but if you do, you have to stand up and take responsibility and you have to say that you were wrong.
One of the great drivers of the alienation that has made Donald Trump possible is that the growth in the American economy has been weak. In the decade from 2005 to 2015, there was not one year when the US hit three per cent growth. And to the extent there's been growth, virtually all of it has been collected by the top 10 per cent of the population. Obviously, if we knew how to make growth faster, we would. We don't. And it's very difficult to make growth more broadly shared. Because it's not just the US that has this problem.
People say, "John, what's your personal growth?" And ask "How do you grow?" And I tell them. I thought, "Why do I keep telling them, why don't I just write a book on what I call personal growth?" And that's what this [Today Matters] book is.
Our vision is not just of economic growth, but also of a growth which would improve the life of the common man.
I made a mistake using a private e- mail.And if I had to do it over again, I would, obviously, do it differently. But I'm not going to make any excuses. It was a mistake, and I take responsibility for that.
Capitalism with near-full employment was an impressive spectacle. But a growth in wealth is not at all the same thing as reducing poverty. A universal paean was raised in praise of growth. Growth was going to solve all problems. No need to bother about poverty. Growth will lift up the bottom and poverty will disappear without any need to pay attention to it. The economists, who should have known better, fell in with the same cry.
The standard growth theory tells us that economic growth in per capita basis comes from mainly two sources: capital deepening and total factor productivity growth, or TFP growth.
In general, the questions that are on our mind are the same questions that have been driving our work over the past decade. How do we bring order to this messy, unpredictable world of innovation? How can we dramatically improve the chances of creating a successful new-growth business? How can we do this again and again? More specifically, it has become very clear that the fundamental paradigms of market segmentation and branding are badly broken - and we're working on developing more useful theories for these dimensions of innovation.
I start with peoples growth, my own growth included. I dont start with the companys strategy or products. I start with peoples growth because I believe that if the people who are running and participating in a company grow, then the companys growth will in many respects take care of itself.
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