If you learn from defeat, you haven't really lost.
Zig ZiglarRead
When a company or an individual compromises one time, whether it's on price or principle, the next compromise is right around the corner.
Interpretation
Compromising once opens the door to more compromises in the future.
Zig Ziglar's quote highlights the slippery slope of compromise, suggesting that yielding on a significant point, whether it be pricing or ethical standards, can lead to a pattern of further concessions. Once an individual or organization makes a compromise, it may become easier to make additional compromises, potentially undermining integrity and value over time.
In practice
In a speech about ethical business practices.
If you learn from defeat, you haven't really lost.
I read for the 'ah-ha's,' the information that makes a light bulb go off in my mind. I want to put information in my mind that is going to be the most beneficial to me, my family and my fellow man - financially, morally, spiritually, and emotionally.
You cannot rise about your words. A lot of people use foul, pornographic, filthy, language and you SEE, all of those words paint pictures and they reveal the internal thinking of the person on the inside. YOU cannot RISE (forward, onward upward) above your words.
Hope is the foundational quality of all change, and encouragement is the fuel which keeps hope alive.
Setting goals helps bring your future into your present and the present is the only time we can take action.
Happiness is the ability to move forward, knowing the future will be better than the past.
When we launched a new company, I reviewed the ads and marketing materials and asked those presenting the campaign to read everything aloud to test the phrasing and concept. If I could grasp it quickly, then it passed with muster. We would get our message across only if it was understandable at first glance.
Growth makes so many dimensions of management easier. It's when growth stops that things get tough.
If you don't understand the details of your business you are going to fail.
As a multisport athlete, I was always fascinated with competition and how to win. At HBS and later at the Harvard Department of Economics, I was drawn to the field of competition and strategy because it tackles perhaps the most basic question in both business management and industrial economics: What determines corporate performance?
We must learn what customers really want, not what they say they want or what we think they should want.
When you are making a decision about how best to serve your customers, your own experience is often a better guide than a more sophisticated analysis of the market.
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