A Quote by Tom Butler-Bowdon

Edward Banfield's idea of the "long time horizon," says that more successful people look further into the future, judging their efforts and results in terms of decades, not weeks or even months. This is the power of thinking long.
I think markets are often not thinking on a long-time horizon, I think that our government structurally is doing even less so. When we have a government where we have people who are up for election at most once every six years for a U.S. senator, that's a time horizon that is much shorter than in a market that a company is looking at 10, 15, 20 years which is a time horizon over which a stock price is typically valued.
The latest report says the results of an investigation will be released in three or four weeks. That's a long time for fruit flies and the press.
If you're afraid of inflation, I think - and if you can bring yourself to have a long horizon - and when I say long, I mean ten to 20 years, not the usual ten to 20 weeks - that locking up resources in the ground is a terrific idea.
If you're 35, 45, or even 55 - you have a very long time horizon - 40 years or vastly more. That is you, and/or your spouse, are likely to live about that long, and you'll be investing the whole way.
If the team start picking up results, everything will look more positive and people will forget about the previous manager, as long as we're successful on the pitch.
Fast drivers can see no further than slow drivers, but they must look further down the road to time their reactions safely. Similarly, people with great projects afoot habitually look further and more clearly into the future than people who are mired in day-to-day concerns.
Time rushes by and yet time is frozen. Funny how we get so exact about time at the end of life and at its beginning. She died at 6:08 or 3:46, we say, or the baby was born at 4:02. But in between we slosh through huge swatches of time--weeks, months, years, decades even.
What is the manager's job? It is to direct the resources and the efforts of the business toward opportunities for economically significant results. This sounds trite - and it is. But every analysis of actual allocation of resources and efforts in business that I have ever seen or made showed clearly that the bulk of time, work, attention, and money first goes to problems rather than to opportunities, and, secondly, to areas where even extraordinarily successful performance will have minimal impact on results.
All long-term social change comes from the successful efforts of one or another struggling organizations to capture the minds of a hard core of future leaders.
If you're saving for the long run, it's actually a good thing when the market is down because the more shares you have, the more you can potentially make when markets rise. And over time - decades, not months - the markets rise more than they fall.
I’m a big fan of history—applying the lessons as well as the joys and sadness. If we pay attention, we would see how we affect each other. In terms of time, we are not that far from one another. If we were to look back a century, it would seem like a long time; but, if we look at it by decades then it’s only 10 years, and by generations it’s only five.
I got a part opposite Edward G. Robinson in a play called Middle of The Night, which Paddy Cheyafsky had written. It played for a long time because everybody just loved Edward G. Robinson, everybody in New York wanted to see it. John and I were married at the time and put into a position where I was working very long evening hours and he was working in the daytime and so there was a lot of spare time.
I'm sympathetic to the people who go, "Whoa, we'd like to have the benevolent, wise dictator. It will all work much more efficiently," but the reason that we remain staunch democrats - with a small d - is it's a decades long, it's a centuries long, it's a country long process for being inclusive.
Every successful career I've ever known was filled with long periods of meandering, months or even years when no one knew what would happen next. Look at me: I started as a geology major turned failed realtor.
Crowdpac is what I'm passionate about. I want to see it develop and grow, and I'm not really thinking anything except a long-term future for this business - but more importantly, for what this business can do for the long-term future of America.
Every time I have people over, I watch how long they look at every part of the painting, or pictures on my computer. I have a few close friends and people that are constants. Whether I like their opinion or not, I've been hearing it for a long time and I can use it as this constant. I mentally pay attention to how long they look at every image, which ones they pause on and what parts of it they look at.
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