A Quote by Carl Sagan

Widespread intellectual and moral docility may be convenient for leaders in the short term, but it is suicidal for nations in the long term. One of the criteria for national leadership should therefore be a talent for understanding, encouraging, and making constructive use of vigorous criticism.
The most important thing that a company can do in the midst of this economic turmoil is to not lose sight of the long-term perspective. Don't confuse the short-term crises with the long-term trends. Amidst all of these short-term change are some fundamental structural transformations happening in the economy, and the best way to stay in business is to not allow the short-term distractions to cause you to ignore what is happening in the long term.
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.
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.
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.
When we violate the law ourselves, whatever short-term advantage may be gained, we are obviously encouraging others to violate the law; we thus encourage disorder and instability and thereby do incalculable damage to our own long-term interests.
We have to preserve it and use it sustainably. And the short-term use of resources at the destruction of the long-term heritage of this country is not a policy that we can pursue.
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.
While natural disasters capture headlines and national attention short-term, the work of recovery and rebuilding is long-term.
The dominance of short-term perspectives has led to routine decisions in the markets that sacrifice the long-term buildup of genuine value in pursuit of artificial, short-term gains.
Human decision-making is complex. On our own, our tendency to yield to short-term temptations, and even to addictions, may be too strong for our rational, long-term planning.
Britain can choose, as others are, short term fixes and more stimulus. Or we can lead the world with long-term solutions to long-term problems.
Leadership is, among other things, the ability to inflict pain and get away with it - short-term pain for long-term gain.
We don't really look at the stock, you know? Because for us, it's about the long term. And so we're very much focused on long-term shareholder value but not the short-term kind of stuff.
The one common undertaking and universal instrument of the great majority of the human race is the United Nations. A patient, constructive long-term use of its potentialities can bring a real and secure peace to the world.
In the absence of any short term in common use to represent all desirable things, or things that satisfy human wants, we may use the term Goods for that purpose.
If you see long term benefit in doing something, but short term pain then you should do it.
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