A Quote by Warren Buffett

Outstanding long-term results are produced primarily by avoiding dumb decisions, rather than by making brilliant ones. — © Warren Buffett
Outstanding long-term results are produced primarily by avoiding dumb decisions, rather than by making brilliant ones.
I want to take a long-term view. Being distracted by short term things can be dangerous when you are making cold, calm, long-term decisions.
Deciding to commit yourself to long term results rather than short term fixes is as important as any decision you'll make in your lifetime.
We want players here who are going to be here for the long term. Players who buy houses here, who settle in the area. It's a brilliant club, great supporters but we want players to come here to be part of that community rather than being ships in the night having a last pay day at Ipswich... we want to build for the future rather than do a quick fix because I think it's going to be a long-term job.
Poor people aren't making dumb decisions because they are dumb, but because they're living in a context in which anyone would make dumb decisions.
We are the greatest computers in this world, but now we've created the smart phone which is smarter than us now, but we're still making dumb decisions. We have given our creations more power than we have, and that to me is dumb.
Frequent comparative ranking can only reinforce a short-term investment perspective. It is understandably difficult to maintain a long-term view when, faced with the penalties for poor short-term performance, the long-term view may well be from the unemployment line ... Relative-performance-oriented investors really act as speculators. Rather than making sensible judgments about the attractiveness of specific stocks and bonds, they try to guess what others are going to do and then do it first.
The cybernetics phase of cognitive science produced an amazing array of concrete results, in addition to its long-term (often underground) influence
Any individual decisions can be badly thought through, and yet be successful, or exceedingly well thought through, but be unsuccessful, because the recognized possibility of failure in fact occurs. But over time, more thoughtful decision-making will lead to better overall results, and more thoughtful decision-making can be encouraged by evaluating decisions on how well they were made rather than on outcome.
Being captive to quarterly earnings isn't consistent with long-term value creation. This pressure and the short term focus of equity markets make it difficult for a public company to invest for long-term success, and tend to force company leaders to sacrifice long-term results to protect current earnings.
Long ago, I realized that success leaves clues, and that people who produce outstanding results do specific things to create those results. I believed that if I precisely duplicated the actions of others, I could reproduce the same quality of results that they had.
Seeking an acquisition from the start is more than just bad advice for an entrepreneur. For the entrepreneur it leads to short term tactical decisions rather than company-building decisions and in my view often reduces the probability of success.
If the short-term decisions you make damage the long term, you should resist those. But there are many short-term decisions that you need to make to be a successful manager.
There were times in my life when I said, "Oh God, I'm making a terrible, terrible mistake here." And on another level it looked as if that's exactly what I had done. All of us can look back across our lives and see what we thought was a disaster was actually a blessing - from a long-term perspective, it was a blessing. With practice, we can shorten the length of time between "what a dumb mistake I've made" and "what a brilliant choice that was.
Indeed optimists rather than defeatists have produced the results for which serious genealogical research is best known.
Kids don't need to be taught the value of making; they are natural makers, at least until traditional education makes them afraid of making mistakes. The long-term value of making for kids is in learning to become an active participant in the world around them rather than a consumer of prepackaged products and solutions.
Democracies are expense-averse and they think in terms of short-term, political interests rather than a long-term interest in stability.
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